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10 J. Contemp. Crim. Just. iii (1994)

handle is hein.journals/jccj10 and id is 1 raw text is: Journal of Contemporary Criminal Justice iii Vol. 10 * No. I * March 1994 EDITORIAL COMMENT There is a widespread movement underway in American law enforcement aimed at a fundamental change in the way police do business. The most enduring name associated with this effort is community policing. Based on the growing criticism of the bureaucratic paramilitary model during the 1970's and 1980's, this effort represents the most significant call for change witnessed in the last half century. Advocates of this change use hyperbolic statements such as a new era or fundamental change to describe what they see happening. As with all reform efforts, the advocates of change exaggerate the benefits to be derived from change; while opponents magnify the costs and reify the present state of affairs. This new community policing philosophy requires a careful discussion beyond the heat of advocacy. What has been needed is a more detached analysis aimed at understanding the significance of what this all means for administration and management of police agencies. In other words, a look at community policing, however it is defined, from the vantage point of someone trying to examine it in relation with the historical changes taking place. The papers presented in this issue grew out of the discussions and ideas generated by the Advanced Management College held each November at the Southwestern law Enforcement Institute, a division of The Southwestern Legal Foundation, on the campus of The University of Texas at Dallas. The College participants, faculty and fellows, were encouraged to write papers focusing on community policing issues explored by the College participants. This think tank of police administrators and scholars provided a unique opportunity to explore the ideas for change that may be spreading through the law enforcement community. One of the major topics discussed by the College was Cultural Change Within Police Organizations. The attempt to understand cultural change led to an exploration of what kind of organizational culture would be necessary to foster community policing practices. This led to a further examination of such issues as: Is community policing a genuine reform or a passing fad? Who are the reformers and what do they intend to accomplish? What kinds of organizational obstacles will implementing community policing encounter? Are the selection, recruitment and training criteria now in place compatible with the role envisioned by community policing advocates? How will the street culture in various agencies respond to the redefinition of values and practices proposed by community policing? In short, many questions surround the new approach that are not easily answered. It is hoped that the articles in this issue will help shape some of the thinking regarding this important movement called community policing. Although some of the manuscripts appear to be critical of the ideas regarding this effort, it should not be concluded that the authors either oppose this change or feel that the reforms are inconsequential. In fact, most of what is written here welcomes this movement as a positive effort to improve police performance and the authors share many of the ideas and analyses of the community police reformers. However, they all strongly

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