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Correctional Officers – Posturing
By Carl ToersBijns, former deputy warden, ASPC Eyman, Florence AZ
Published: 12/16/2013

Officer a Correctional officers hardly ever carry guns and batons to enforce the rules and regulations inside the penitentiary thus have to use the power of persuasion to gain compliance most of the time. One can almost predict that since there is a necessity for enforcement of such rules, the need to use force may be imminent in some cases. This doesn’t always have to be the way if you posture yourself properly and gain compliance through the words, body language and behaviors projected. Hence the focus is to avoid abuse and power posturing to gain willful agreement without the use of force.

Correctional officers wear a distinct uniform, badge and other insignias to remind the prisoners of who you are and what you need to do in order to justify the respect, the command presence and the obedience needed in order to keep things safe and secure inside a prison. Needless to say, we are focusing on obedience not submission for when you create the need to submit, you may create tension and emotions that may escalate the situation quickly. Submission should be used as a use of force tool and appropriate once the continuum is implemented and handled according to policy and practices for that facility.

Officers need to make references to the rules in order to promote their expectations. They must work hard to maintain a professional approach and not make it personal in nature or perception. They shouldn’t change the definitions, intent or purposes of the policies to promote their own agendas. Sometimes, because of environmental factors officers can’t avoid carrying with them an air of intimidation but they must avoid being subtly abusive in nature and action by working within the system provided through training and experiences. It has been said many times that approach determines response. One should not solely rely on their authority to enhance their ability to manage others. Learning to communicate effectively with matching body language gives the officers the upper hand along with an understanding of the rules and how to accommodate compliance through effective interpretations of such orders. This is done to maintain control.

Most rules are posted or printed and formally stated. Prisoners read these rules and understand them well thus it is difficult for the officer to make up rules only just to have them misunderstood and broken creating conflict. Unspoken rules are not necessary for compliance. They mislead the position and cause disagreements and eventually confusing direction for compliance. Officers expect prisoners to follow the rules and that means that they themselves shouldn’t break the rules that apply to them.

Prisoners often manipulate situations to gain an advantage or leverage. In the same sense officers manipulate their environment to gain the upper hand on managing prisoners. As a reasonable expectation, officers must be practical in their views when assessing the situation and have the ability to look at it the way they are taught and trained to handle. Deviating from the approved practice is subjective and not productive to objective compliance. Take into consideration other rules of engagement as they relate when dealing with the seriously mentally ill or those under the influence of a drug or controlled substance.

Posturing should not reflect paranoia nor should it reflect the act of persecution. Persecution suggests a personal relationship rather than a professional relationship and is harmful to maintaining a safe and secure environment. It makes demands that is abusive in a way to keep everyone in line by an unreasonable demand. Persecution also reflects social prejudices and suggests there are biases present that produce harsh and toxic conditions for compliance and respect. Biases may include but not limited to: sexual crimes, drug abuse, abuse or violence towards women or children etc.

Correctional Officers must not misplace their loyalty to self or others they favor and must maintain their loyalty to the system and the mission statement of their employer. They should not replace loyalty to the system for family, friends or even people in leadership positions and must make sure that loyalty to the agency or system comes first. Officers should communicate openly with each other and become accustomed to bonding to each other for protection and consistency.

Officers have to maintain a firm, fair and consistent behavioral pattern. They must be able to live up to the rules of the system that hired them. They should avoid being deceptive in nature and carefully be aware how they speak, write or act whenever on the job [or off the job] and project an air of competence and professionalism that is visible and easy to recognize.

Officers should recognize six basic rules to be professional at all times and project a posture of power without abuse when engaged on the job. They are:
  1. Discard the negativity in the workplace and be yourself. Be aware of your mortality and morality.
  2. Protect yourself from abuse or harm by setting boundaries. Don’t get involved in situations that can draw you into a conflict without the proper back up or resources. Defend yourself at all times.
  3. Overcome the desire to be controlling or to be controlled. Give people space and don’t be critical of others that disagree with you. Enforce the rules but be clear that this is how it is written.
  4. Don’t become distracted into an argument or discussion. Make your stand and move on.
  5. Keep your personal feelings about family, friends, finances, religion or health conditions at the gate. Be aware that this kind of information can be used against you when attempts are made to manipulate you or others.
  6. Find good friends you can trust. When you trust others and they have your six you can overcome fear and do your job effectively.

Corrections.com author, Carl ToersBijns, (retired), has worked in corrections for over 25 yrs He held positions of a Correctional Officer I, II, III [Captain] Chief of Security Mental Health Treatment Center – Program Director – Associate Warden - Deputy Warden of Administration & Operations. Carl’s prison philosophy is all about the safety of the public, staff and inmates, "I believe my strongest quality is that I create strategies that are practical, functional and cost effective."

Other articles by ToersBijns:



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