Sutton (2011) used the organizational culture theorist Edgar Schien’s definition of culture, which is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to the new member as the correct way to perceive, think, and feel about those problems” (p 12). Police officers are regularly assimilated into police culture by perceiving they are supposed to be stronger than the general public, but as they protect the general public police officers must also handle their own reactions to traumatic and critical incidents (Papazoglou & Tuttle, 2018). Haecker (2017) described the mysticism and folklore within the policing culture as those who have experience doing the job and gain internal respect and prestige. New officers must earn the respect and gain credibility from senior officers before they are accepted into the culture (Haecker, 2017). Police culture is established on a masculine ethos. Police officers are described as tough, self-reliant, emotionless, and independent, stereotypes which create a barrier to officers asking for help with mental health and wellness problems (Gibson, 2020).
Within the police culture, numerous subcultures comprise specialized teams and units who have their traditions, beliefs, values, norms, creed, and jargon (Papazoglou & Tuttle, 2018). Internally, these subcultures can create rivalry and competition, as each subculture sees itself as the top of the policing profession. SWAT, detectives, patrol, rookie officers, women, racial minorities, troopers, sheriff’s deputies, city officers, small town officers, and big city officers, are examples of different subcultures within law enforcement (Cuadro, 2019). Port (2016) stated the “law enforcement subculture could be defined as informal occupationally defined norms and values that function and operate under the rigid hierarchical structure of the police department” (p 27). The indoctrination of the police culture starts in the academy, as recruits must blend in and relinquish any appearance of personal identity, by not standing out or calling any attention on oneself (Gibson, 2020).
Law enforcement officers witness more trauma and tragedy in their first few years on the job than the average person sees in a lifetime. Accounting for the different sized agencies and populations they serve, research has found officers encounter between 10 and 900 traumatic events throughout their careers (Tessieri-Hochuli, 2018). Law enforcement officers handle stress by suppressing any emotional problems and pretending to be in control, even when they are not (Tessieri-Hochuli, 2018). The policing culture has placed those who conceal the impacts of stress on a pedestal and believe only the weak suffer symptoms related to stress (Cuadro, 2019). Police officers share a familial bond that lends a sense of support between partners who wear the badge. These ties are reinforced through responses to similar critical incidents, traumatic events, and other work-related experiences (Colevins-Tumlin, 2017).
Police officers experience emotions when on calls, even if they can contain the outward display those emotions while on a call (Colevins-Tumlin, 2017). Suppressing emotions is a component of the police officer culture. It creates a climate that encourages the use of cynicism and humor, lack of emotion, distrust and suspicion of others, a strong reliance on confidentiality, and a pattern of isolation outside of policing (Port, 2016). Haecker (2017) describes the “John Wayne syndrome” when explaining the policing profession’s impact on officers. Some of the effects include: “cynicism, over-seriousness, emotional withdrawal and coldness, authoritarian attitudes, and the development of tunnel vision” (p 40). There is a sense of disdain and avoidance within many police departments’ cultures when the topic of mental wellness or addressing emotional problems arises. It is presumed that emotional problems demonstrate weakness. This perception has made many officers fear that being open about emotional and wellness issues can prevent them from transferring to highly sought-after positions, promoting, or could even result in the loss of their jobs (Breaking the Silence, 2012). It is essential for agencies to create a culture that supports and normalizes the effects of stress and trauma and provides resources for officers to utilize those services (Cuadro, 2019).
The Law Enforcement Mental Health and Wellness Act: A Report to Congress stated that police culture and social norms are often the leading impetus for why police officers do not seek mental health support (US DOJ LEMHWA, 2019). When planning for wellness programs that may be created and implemented to help and assist officers, the profession’s cultural aspects are often ignored (Gibson, 2020). Law enforcement agencies must change their culture to facilitate improved mental health (Fucigna, 2019; 21st Century Policing, 2015). Agencies must be willing to provide access to mental health, physical health, career support, and personal support to establish a culture of wellness (US DOJ 11 case studies, 2019).