Police Suicide: An Executive's Perspctive (From Suicide and Law Enforcement, P 165-171, 2001, Donald C. Sheehan and Janet I. Warren, eds. -- See NCJ-193528)

• NCJ Number: 193544
• Author(s): James D. Sewell
• Date Published: 2001
• Length: 7 pages
• Sale Source: US Dept of Justice
• Publication Format: Document
• Language: English
• Country: United States of America
• Note: A paper submitted to the Suicide and Law Enforcement Conference, FBI Academy, Quantico, VA, September 1999.

Annotation

After reviewing the warning signs that may be exhibited by a police officer under extreme stress, this article discusses strategies for preventing officer suicides.

Abstract

One of the warning signs that an officer is under extreme stress is a sudden, radical change in personality; for example, the gregarious officer who becomes sullen and withdrawn. Other warning signs are increases in on-duty accidents or worker compensation claims, citizen complaints about the officer, and complaints by fellow officers. Expressed feelings of sexual inadequacy, impotence, or dysfunction may also stem from stress. Warning signs for suicidal ideation are prolonged grief or depression, the giving away of important possessions, discussion of plans for one's funeral, expressions of hopelessness or helplessness, isolation from family and friends, and pronounced alcohol or other substance abuse. An important feature of an effective response to the risk of officer suicide is the molding of an organizational culture that removes the stigmatization associated with seeking help for emotional difficulties. Officers should be encouraged to ask for help as an aspect of a professional approach to problem-solving. Further, officers who seek counseling and psychological services should not be penalized in their careers. This does not mean, however, that personnel who are serious dangers to themselves or others should not be removed from active duty or terminated. Officers who successfully resolve their difficulties and perform effectively on their jobs should not be disqualified from career advancement. Training is another necessary component for suicide prevention. Training for executives should help them to develop appropriate policies and procedures for addressing risk factors; and training for line officers should help them to manage stress and recognize when they should seek help in dealing with persistent problems. Employee Assistance Programs must focus on suicide risk factors and appropriate preventive services. Further, police executives must continually review research relevant to the recognition and prevention of, as well as response to, officer suicide.