An Email Exchange with Paul O’Connell
March 6, 2006
Building from the recent post on the Compstat system in Los Angeles, we had an email exchange with one of the change agents from the paper, Paul O'Connell. Paul holds a B.A. in History from St. John's University, an M.P.A. from John Jay College, City University of New York, a J.D. from St. John's School of Law and a Ph.D. in Criminal Justice from the Graduate Center, City University of New York. He practiced criminal and civil law for a number of years, and currently is engaged in a variety of research and private consulting projects.
Among Paul's many consulting projects he wrote a seminal piece on the Compstat system that is well worth reading. "Using Performance Data for Accountability: The New York City Police Department's CompStat Model of Police Management" is available here.
For those in the law enforcement community papers like this have driven many conversations of how state and local law enforcement can stand up change agents.
Daniel Forrester: As a teacher of criminal justice, what do you consider the single most important lesson important for your students to internalize?
Paul O’Connell:They need to internalize the mission; the common element that links all component parts of the CRJ [Criminal Justice] system together; protection of society. All decisions and all programs must have at their core this one overriding directive. Protect people. Whether these people are victims of domestic abuse, people who are arrested and charged with crimes, or people riding public transportation in a New York City subway, protect them. How would you want your family members to be treated? Whether you wish to call this humanism, or a fundamental religious or ethical directive, the point is always the same: always do the best for them, to the best of your ability.
As the author of a major white paper on the Compstat system, what lessons does the paper imply for change agents in law enforcement today?
Paul O’Connell:Two key issues are involved: the energy and skill of the change agent, and the receptivity of the organization towards real change. I believe strongly that many change agents fail not due to any fault of their own, but because of circumstances; organizational dynamics (both internal and external to the organization) that would frustrate, stall or defeat any change agent. We therefore need to view organizational context as being at least as important (perhaps more) as the skill set of the change agent in determining the ultimate chance of success.
At a local police level, what are the characteristics of change agents? Why are they successful?
Paul O’Connell:Local change agents all ‘know the system’. They've either come up through the ranks, or surround themselves with those who have. They need credibility before they even begin. The collective organization will ‘size them up’ before they begin so they had better be prepared. Then they can bring their ‘bag of tricks’ to bear, and see whether they will have a genuine chance at success.
What incentives can change agents employ in the enforcement community to enact the desired institutional changes they seek?
Paul O’Connell:A recurring problem. What about the rank structure? What about the lack of financial incentives? This is the greatest barrier to reform and innovation in public service. It seems that change agents and their associates feed upon the recognition and prestige of success their personal motivation. Others have simply been waiting for a spark, a hint of an authentic call for new ideas and processes.
Who are change agents that inspire you within the law enforcement community? Why?
Paul O’Connell:: The really inspirational ones are the ‘old dogs that have learned new tricks’. There is nothing more inspirational than an old-timer who performs a 180 (operationally) and embraces new ideas and new business processes. This conveys a very simple but nonetheless important message: If s/he can do it, why can't I? It’s like a nuclear chain reaction, the energy spreads rapidly.
Thoughts or reactions? Please send them to us.