In her book, “The Insider’s Guide to Culture Change,” culture transformation expert Siobhan McHale defines culture as " how things work around here.” While this definition may seem basic, it captures a profound truth about organizational behavior that resonates particularly deeply within law enforcement agencies. Culture isn’t found in mission statements mounted on walls or in speeches delivered at academy graduations — it lives in every officer and staff member’s daily actions, attitudes and feelings.
The most telling indicator of a department’s cultural health isn’t found in performance metrics or community feedback but in a quieter, more personal moment: how officers feel on Sunday nights before the start of another working week. This simple measure cuts through the rhetoric and reaches the heart of what makes a healthy organizational culture. (I am exquisitely aware that Sunday night is a metaphorical representation of the start of a work week for operational officers — substitute that day and time for whenever your weekend ends!)
When officers dread the approaching workweek, it often signals deeper cultural issues within their department. This dread might stem from toxic leadership, unclear expectations, a lack of support, or a disconnect between stated values and daily realities. A police officer who experiences anxiety about returning to work isn’t just dealing with the normal Monday blues — they’re likely grappling with systemic issues that affect their ability to serve effectively.
Conversely, officers who feel a sense of purpose and anticipation about their return to duty typically work in departments with healthy cultures. These agencies usually share several key characteristics: transparent communication, consistent leadership, meaningful support systems, and a genuine commitment to officer wellness and public service. “How things work around here” aligns with these departments’ stated values and human needs.
The power of culture
The importance of culture in law enforcement cannot be overstated. Unlike many other professions, police work demands split-second decisions that can have life-or-death consequences. Officers must operate within a culture that supports good decision-making and provides backup when things get complicated. A strong culture creates an environment where officers feel empowered to make ethical choices, speak up about concerns and seek help when needed.
One of the most critical aspects of a healthy police culture is how it handles mistakes and failures. In departments where every error is treated as a potential disciplinary issue, officers develop a mindset focused primarily on avoiding trouble rather than serving their community effectively. This defensive posture can lead to decreased initiative, reduced community engagement and a reluctance to make necessary split-second decisions in critical situations.
Psychological safety
Creating psychological safety — when officers feel secure enough to take reasonable risks, speak up and learn from mistakes, transforms department dynamics. When officers know that honest mistakes will be treated as learning opportunities rather than career-threatening events, they’re more likely to:
- Report near-misses that could help prevent future incidents.
- Share innovative ideas for improving procedures and community relations.
- Seek guidance from supervisors before minor issues become major problems.
- Engage more authentically with community members.
- Support and mentor fellow officers.
- Admit to and learn from their mistakes rather than trying to cover them up.
The difference between a psychologically safe environment and one driven by fear of punishment is stark. Officers who work in punitive cultures often:
- Hesitate in critical moments due to fear of backlash.
- Develop an “us versus them” mentality that extends beyond the department.
- Avoid taking the initiative or making judgment calls.
- Focus on documenting defensive actions rather than serving the community.
- Suffer from increased stress and decreased job satisfaction.
Tradition barriers
Changing police culture presents unique challenges. The paramilitary structure of law enforcement organizations can sometimes resist change, and the high-stakes nature of the work can make departments conservative in their approach to innovation. Additionally, the complex history between law enforcement and the communities they serve adds another layer to cultural reform efforts.
Yet, successful cultural change in law enforcement is possible when leadership focuses on the human element rather than just policies and procedures. This means creating an environment where:
- Officers feel valued as individuals, not just badges and numbers.
- Mental health support is readily available, and seeking help isn’t stigmatized.
- Professional development is encouraged and supported.
- Work-life balance is respected and protected.
- Communication flows freely up and down the chain of command.
The transformation of police culture requires more than new policies or training programs. It demands a fundamental shift in how departments approach their most valuable resource: their people. When officers feel supported, respected and valued, they’re more likely to carry these positive attributes into their interactions with the public.
Your call to action
The path forward begins with a simple question: How do your officers feel on Sunday nights? The “Sunday night test” provides leadership with an authentic measure of cultural health that no amount of policy documents or motivational posters can capture. As leaders, we need to be willing to authentically and regularly discuss these feelings with our officers, using their responses as a gauge for cultural initiatives and reforms. When officers look forward to Monday mornings rather than dread them, you’ll know you’re building a culture that effectively serves your department and community.
