Police-Encounters-With-People-In-Crisis

7. It is for this reason that, although proper training is critical and should continue
to be improved as discussed in Chapter 7 (Training), equal if not greater attention must
be given to the work environment, which is the primary focus of this chapter and of
Chapters 4 and 8-13 of this Report.
B. Forming and changing police culture
8. How, then, do police attitudes, beliefs, and values get formed—other than
through training In part, they are formed by the prevailing attitudes, beliefs, and values
in society. Thus, for example, as Canadian society has seen improvements relating to the
perception of women and minorities in recent decades, the TPS has seen similar trends
in its culture.
9. Nevertheless, there are clearly some differences between TPS culture and societal
culture more generally. Obvious examples include the para-military command structure
of the Service, and the necessity for the police to resort to force in certain circumstances.
Another notable difference is that officers of the Toronto Police Service, like all police
officers, hold themselves out to society as exemplars of honourable conduct, bravery,
and public service. It is, in fact, these latter commitments that contribute to the strength
of the negative public response to actions by police officers who do not meet the high
standards they have set for themselves.
10. TPS culture is forged and maintained by a variety of influences. Some influences
centre around specific people, including leaders such as the Chief of Police, deputy
chiefs, and unit commanders. At the divisional level, key leadership roles are played by
coach officers, platoon sergeants, and influential fellow officers. The attitudes, beliefs,
and values of people in these leadership positions have a major influence on other
members of the Service, influencing these other members to develop similar views and
approaches, whether as a result of formal command, implied expectation, feelings of
loyalty, or otherwise.
11. Another important influence on TPS culture is the organization’s formal value
structure, as expressed through its Vision Statement and Mission Statement, its ethical
principles, and its Standards of Conduct. The extent to which the TPS implements these
values at a practical level can have a significant effect on the self-perception of those
within the Service, and on the trust and confidence of the public in the Service.
12. At a more subtle level, but arguably no less important, the Service’s procedures
and standard practices influence the way that TPS members view their environment and
the people with whom they interact. Procedures and practices by their nature give
priority and importance to the issues addressed in them, thus sending a message as to
the relative unimportance of matters not covered. They also dictate how TPS members
are required to comport themselves.
13. Finally, the positive and negative reinforcements that are in place to encourage
and deter certain behaviours are also relevant in setting TPS culture. Positive
reinforcements include promotions (and the criteria for promotion), awards, and other
recognitions, as well as less visible factors such as peer acceptance, rapport with more
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