A lot of the problems regarding morale have been very deeply entrenched into the culture at ASUPD. Personal issues that were once limited to a small clique of people quickly morphed into a pervasive, department-wide disease once the problem employees were promoted. The promoted person taught his/her twisted working “style” to their subordinates who viewed it as an acceptable way to treat other employees. Once those people were promoted, the entire cycle repeated itself.
Understanding this dynamic is crucial to solving the department’s problems because until the root causes are removed, no amount of superficial changes will be able to slow the mass exodus from ASUPD. Ignoring the reality of this dynamic by attempting to “retrain” problem employees will only slow–not stop–this cycle of dysfunctional behavior.
For example, in the memo below, problem people within ASUPD’s FTO program were identified as early as 2004, yet these individuals were both allowed to act without consequence and were also later promoted (The person in the memorandum is now currently a Commander).
The memorandum supports the “cycle of dysfunctional supervision” theory because it highlights a few individuals engaging in unacceptable behavior, unchecked, who later passed on their working “style” to their subordinates once they became supervisors.
For any long-lasting and substantial change to take foothold at ASUPD, both ASU’s administrators and HR must finally come to terms with the notion that problem people at the department must be removed–not retrained, assigned to alternate duty, or given another position in the university. However, given Kevin Salcido’s track recording of dealing (or rather, failing to deal with) problem employees, we forsee the endless cycle of dysfunction continuing to run ASUPD into the ground.