This article is part of an ongoing series on leadership development for new law enforcement leaders. Each article addresses a specific area of leadership competency offering learning points, strategies and tips. Click here to access the entire Leadership Development Series.
In the 1970s, physicist and philosopher David Bohm came up with the idea of dialogue to improve communication and understanding between people.
The concept of Bohm dialogue focuses on having open, non-judgmental conversations where folks can discuss ideas without feeling like they have to defend their positions. This approach is particularly valuable for organizational health for law enforcement organizations because it promotes teamwork, inclusivity and innovation.
By fostering open communication and problem-solving across the board, Bohm’s principles can help break down barriers, build trust among team members, and create a culture where different viewpoints are not only welcomed but also factored into decision-making. Let’s dive into how you can implement the principles of Bohm dialogue into your organization.
Shifting from hierarchical to participatory leadership
In recent years, many law enforcement agencies have recognized the need for cultural transformation, particularly in communication and leadership styles. Traditional, top-down communication models, often characterized by hierarchical decision-making and limited input from lower-ranking staff, are being re-examined.
In response, a growing number of departments have begun to embrace participatory thought processes that prioritize shared decision-making, collaborative problem-solving and open feedback loops, but many don’t know that these original ideas came from David Bohm. These shifts have contributed to more open, innovative and responsive organizational cultures, fostering healthier communication practices and improving overall morale.
The legacy of rigid hierarchical structures
Historically, many law enforcement agencies operated under rigid hierarchical structures. Decision-making was often centralized, with input from lower-ranking staff being infrequent and seldom integrated into broader department operations.
This approach frequently led to disengagement among staff, with employees feeling disconnected from the decision-making processes that directly affected their work. The lack of opportunities for collaboration and input stifled innovation and reduced the overall effectiveness of the department’s operations.
The shift to participatory leadership models
More progressive departments have begun adopting participatory leadership models that actively encourage input from all levels of the organization. By fostering a culture of open dialogue, these departments have made it clear that feedback is not only welcomed but essential for organizational growth and success.
This shift has improved morale, built trust among staff, and created more collaborative environments where employees feel empowered to contribute ideas and present innovative solutions. Participatory communication models align with the principles of Bohm dialogue, which emphasizes collective exploration of ideas and assumptions, moving beyond ego-driven thinking to facilitate more profound, meaningful conversations. [1]
Mechanisms of participatory practices
The integration of participatory practices into law enforcement agencies’ operations can be seen in several key mechanisms:
- Open feedback loops are now common, with many leaders actively engaging staff at all levels to seek their input on key decisions and day-to-day operations. This shift has resulted in more dynamic and responsive organizations where challenges are addressed with collective input.
- Collaborative problem-solving sessions — sometimes in the form of one-on-one meetings or department meetings — allow staff to discuss ongoing issues, brainstorm solutions, and share their experiences. By drawing on the collective wisdom of the department, this approach has led to more effective problem-solving and improved decision-making.
- Finally, shared decision-making is increasingly evident through committees and working groups that span all ranks and divisions, both with civilian and sworn staff. These groups are tasked with addressing a variety of issues, such as improving recruitment and retention and refining internal policies to suit staff needs. This inclusive approach ensures that decisions are well-rounded and reflective of diverse perspectives.
Challenges of implementing participatory practices
However, as with any cultural shift, there are challenges. Implementing participatory practices in law enforcement can be difficult, particularly in larger or more complex organizations.
One of the primary difficulties is the potential for slower decision-making processes. When multiple voices are included in discussions, the process of reaching consensus can be extended. While inclusivity fosters ownership and brings valuable perspectives, it can lead to longer discussions and more complex deliberations, potentially delaying action in situations requiring urgency.
Moreover, ensuring that feedback is constructive and aligned with organizational goals can be a difficult balancing act. In larger departments, feedback may become unfocused or conflict with broader strategic objectives envisioned by the leaders, making it challenging for them to implement suggestions effectively. Strong facilitation skills are required to keep discussions productive and aligned with the department’s overall mission. Leaders must also prioritize feedback and guide conversations toward actionable outcomes that enhance the agency’s operations.
Overcoming resistance to change
Resistance to participatory practices can also emerge from individuals accustomed to more traditional, top-down leadership models. More senior, mid-level managers or leaders who have operated under hierarchical systems may struggle to adapt to the more collaborative and open style of participatory leadership. Training and professional development focused on collaborative leadership principles are critical to ensure that all levels of the organization are aligned with the new participatory approach.
Furthermore, while participatory methods are generally beneficial, leaders must recognize that not all situations lend themselves to collaborative decision-making. In cases of crisis or when urgent decisions are required, engaging in lengthy discussions may not be feasible. Leaders must be adept at balancing inclusivity with the need for quick, decisive action, particularly in high-pressure environments like law enforcement.
The long-term benefits of Bohm Dialogue
Despite these challenges, participatory practices in law enforcement can have a transformative effect on organizational culture and community engagement. These practices have the potential to foster stronger employee engagement, enhance creativity, and lead to more effective decision-making. In addition to improving internal operations, participatory communication models help build stronger relationships between law enforcement agencies and the communities they serve, as staff feel more empowered to engage in proactive, innovative, and community-oriented policing.
The shift from hierarchical to participatory leadership models in law enforcement is a positive development that has the potential to reshape the culture of police departments across the nation. By embracing shared decision-making, open feedback, and collaborative problem-solving, law enforcement agencies can become more inclusive, innovative, and responsive to both internal and community needs.
However, the successful implementation of these practices requires thoughtful and strategic leadership, clear communication processes, and the flexibility to adapt participatory approaches to the unique demands of law enforcement work. As more agencies adopt these models, they will continue to serve as powerful examples of how participatory thought processes can enhance both internal dynamics and external community relations.
Template for action: Implementing Bohm Dialogue
After reading the article on using Bohm dialogue to strengthen communication within law enforcement organizations, here is a step-by-step action plan to help you apply these principles in your department:
1. Initiate leadership buy-in
- Action: Host an introductory meeting with department leaders to explain Bohm dialogue and its benefits for fostering trust, collaboration, and innovation.
- Goal: Secure leadership support for shifting from a hierarchical model to a participatory communication model.
2. Train your team on Bohm dialogue
- Action: Organize a training session for all team members to familiarize them with the basics of Bohm dialogue. Emphasize the importance of non-judgmental, open conversations.
- Goal: Ensure everyone understands the value of collaborative dialogue and how to apply it in everyday communication.
3. Create open feedback channels
- Action: Establish regular feedback loops such as suggestion boxes, open forums, or anonymous surveys to allow staff to share their thoughts and ideas freely.
- Goal: Promote a culture of inclusivity where all voices are heard, regardless of rank.
4. Facilitate collaborative problem-solving sessions
- Action: Schedule department-wide meetings or smaller group discussions where staff can engage in brainstorming and problem-solving on specific challenges or projects.
- Goal: Encourage collective wisdom to find innovative solutions and improve decision-making.
5. Form cross-rank committees for decision-making
- Action: Set up working groups with members from different ranks and departments to address key operational issues such as policy development, recruitment, and retention.
- Goal: Foster shared decision-making by involving diverse perspectives in important department decisions.
6. Address potential challenges
- Action: Anticipate longer decision-making times and potential resistance from staff accustomed to traditional models. Provide facilitation training for managers and supervisors to help guide productive discussions.
- Goal: Manage potential slowdowns and keep conversations aligned with the organization’s mission.
7. Implement continuous professional development
- Action: Develop ongoing professional development programs focused on participatory leadership and collaborative problem-solving techniques.
- Goal: Equip leaders and staff with the tools to sustain a culture of open dialogue and ensure long-term success.
8. Balance collaboration with decisiveness
- Action: Identify situations where participatory decision-making is suitable and those that require quick, authoritative action, especially in crisis scenarios.
- Goal: Maintain operational efficiency while fostering collaboration when appropriate.
9. Evaluate and adjust
- Action: Conduct quarterly reviews of how Bohm dialogue and participatory practices are impacting communication, morale, and decision-making. Gather feedback from staff to continuously improve the process.
- Goal: Fine-tune the approach to better suit your organization’s unique needs.
10. Strengthen community engagement
- Action: Use the principles of open dialogue not only internally but also in community outreach programs to foster better communication and trust with the public.
- Goal: Build stronger community relations by involving the community in proactive, innovative policing strategies.
By following this action plan, you can effectively implement Bohm Dialogue and foster a more inclusive, innovative and collaborative culture within your law enforcement organization.
Reference
1. Gunnlaugson O. (2014.) Bohmian Dialogue: A critical retrospective of Bohm’s approach to dialogue as a practice of collective communication. Journal of Dialogue Studies, 2(1):25–34.
