"Here is the April 2015 issue of Police Magazine
Randy the business Sensei will be pleased to see the product placement of the One on One Control Tactics - O3CTlogo in a national publication. Also if you look close you can see a flag for Allegiance Fitness in the back ground. And I'm sure Rory Miller will recognize the Chiron Training weapon retention being demonstrated. #represent"
The shout-out is appreciated. And the CDT program (Chiron Defensive Tactics) is a good jumping-off point to something else.
The weapon retention part is good. I want to say it's the best out there and there's nothing else like it, but that's probably not true anymore. Enough people have been exposed to the idea, and been pleased with it, that it has and will spread. And there's always convergent evolution-- many different ways to get to something that works, and many of the things that work will be very similar.
The thing that's important in my head right now, though, is an aspect of permission. Under what circumstances do people and organizations give themselves permission to change? Refusal to adapt is a death knell. But change, especially organizational change, is hard. ConCom explains why... but there's still a lot of work to do in how to change despite the difficulty.
Incremental improvement, building off of previous foundation is change, but it is very limited. As Dabrowski pointed out (Hat tip to Ann Craig) big personal growth involves a dissolution, a complete destruction and rebuilding of the person you were before. Big growth in a system would require dismantling the system and starting over.
You can get better by continuing to build on your foundation, with diminishing returns, but you have to dismantle them to get paradigm shifting change. And, of course, this level of change is seen as ego or identity destruction and is fought fiercely. ( I know I'm having a good thinking morning when I reheat the coffee four times and keep forgetting to drink it.)
So-- what gave MCSO the internal permission to give us the permission to change our weapon retention? I don't know the absolute answer, but I do know some of the pieces.
- We cared. The people who needed this weren't some abstract "customer" they were people we worked with and cared about. Friends and colleagues. I think this is important personally, but it was true before change was allowed, so it wasn't the key.
- We had a different demographic. Thirty or forty years ago, a big part of officer selection was simply size. (And who you knew.) They wanted big men and that was mostly what they hired. If you're teaching (like many military-based systems) 18-20 year-old men in the best shape of their lives, full of ego and testosterone, you can teach them almost any crap and they will make it work. Times change. In trying to make the profession gender and age neutral, there was a definite shift in physical abilities of the average officer. More importantly, there was a much wider range of physical abilities. You could no longer teach crap and expect a former high school linebacker to rely on strength to make it work. But that's not the reason either, because one of the things a modern bureaucracy requires is slavish lip-service to the patently untrue ideal that "all people are the same."
- The techniques taught at the academy and by my agency simply didn't work. That right there should have been enough... but it wasn't. What they were teaching was measurable: the stereotypical eight-step wristlock takedown to prone cuffing never worked, but it gave you eight easily measurable steps on which to pass or fail a student.
- People got hurt when things didn't work. Again, that should have been reason enough. But it wasn't. Not until we had a year with so many injuries that people got alarmed. Really alarmed, as in the union was looking into it. Understand that injuries came out of a different budget, it was state workman's comp. But lawsuits came out of the agency's budget. ---And another thing. When things are rare, like shootings, it is often easier to categorize failure as a "fluke" rather than entertain the possibility that you are doing things systematically wrong. Lots of people rationalize away problems until it is too late.
- I think this was the key. It was the stupidest, most minor of details. We were teaching the academy-approved weapon retention curriculum for a gun grab from behind-- use your weapon hand to pin the weapon in the holster and turn to your non-weapon side to move the gun out of reach... and realized that the turn gave up the third level of retention for our modern type III holsters. We had not changed or seriously looked at our training methods on this subject since before we switched to semis. What we were teaching was actively wrong for the equipment we carried.
All of the other stuff mattered. People cared. But it took something to blame that didn't tie to people or policy to get the permission.
Just one example, and I know it's incomplete. But if you want to break new ground you need to reject old ground. Not out of ego. As a rule you don't change things that work, especially if you're doing it just so you can be in charge.
And there's a method to deconstructing the old practices so that what you build is stronger. It's not, or shouldn't be, just a childish rejection out of pique or spite.
This is already getting too long. Do you or does your organization need to change? If so, what will be required to give that kind of permission?