Organizational Leadership
This article reviews the cultural dissonance resulting from a transfer of experienced leadership from one law enforcement agency to a newly formed agency with a completely different mission. The new leadership must set standards and policies for the new agency on issues such as dress code, training, and standard operating procedures, while trying to learn the new duties as it evolves. The task becomes more difficult with the inclusion of various other subcultures within the ranks of the subordinates.History and emergence of a new organizationFederal Air Marshals (FAMs), previously called Sky Marshals, have been around for several decades. Prior to the attacks of September 11, 2001 (9/11), the original Sky Marshal program had dwindled down to fewer than 50 agents working for the Federal Aviation Administration (FAA) based out of its headquarters in New Jersey. These agents primarily worked international flights in high-risk areas until the terrorist attacks of 9/11, which involved the use of commercial aircraft as weapons of mass destruction (WMD) within the continental United States. The United States Government Accounting Office (GAO) provided a brief history of the Air Marshal program
Within the general law enforcement culture are manifold subcultures such as local police, sheriff's departments, state police, and a multitude of federal agencies such as the Federal Bureau of Investigation (FBI), Secret Service, Customs, Border Patrol, Immigration, and the Drug Enforcement Agency (DEA) to name a few. Is current training mentally preparing FAMs to face situations where they are likely to encounter superior numbers of violent, well-trained terrorists by banning words that invoke aggression and a sense of urgency? These words may be offensive to some members of our society because, as a country, we seem to have grown complacent and have forgotten the events that created the need for this organization. Violently? Surely the methods the terrorists used to gain control of the airplanes on 9/11, the resulting devastation, and loss of life validates the need to train realistically for a violent threat. The training was violent and aggressive because of the fact that armed, determined, and well-trained terrorists, with no fear of death, would likely outnumber the FAMs. Overemphasis on insignificant conformity that limits individual growth [Dress code issues]5. The level of aggression acceptable in training is a point of concern for many FAM instructors and FAMs, as they believe that the FAM Service is adopting techniques that are inadequate considering the FAMs mission potential. Properly prepared, it can be a paralyzing threat to your adversary. The Service and FAMs both agree on the need for professionalism but disagree on the definitive assumptions of the word. This impersonal rigidity brings distinctive problems with it. There is a tactical need for broader parameters of acceptable attire, which would allow the FAMs to dress appropriately and still convey a professional image. In essence, Quinn's statements "are primarily ways of avoiding the obligation of providing an effective rebuttal to another's criticism or counterargument, but they also attempt to raise considerations that are irrelevant to the truth or falsity of the issue under review" (Damer, 2001, p. This consists of "attempting to persuade others of a point of view by appealing to their feelings of reverence or respect for some tradition instead of to evidence, especially when there is some more important principle or issue at risk" (Damer, 2001, p. This is understandable considering the political atmosphere they operate in and their constant appearance in public view. Considering the importance placed on FAM training and the impressive financial investment in it, care should be taken to ensure that it is as realistic and effective as possible.
Common topics in this essay:
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damer 2001 166,
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Acceptance Essays
