Scenario: You Work In A Major Metropolitan City Jail As A Co

Scenarioyou Work In A Major Metropolitan City Jail As A Corrections O

Scenario: You work in a major metropolitan city jail as a corrections officer (CO). Your unit just received a new commander who came in from the headquarters administrative prison bureau, and this is his first assignment commanding actual COs in the field working in the cell block. Right away, you note that he is abrupt and demanding. During a health and welfare sweep for contraband in a wing of the cell block, an ethnic male who is rumored to have been supplying inmates with controlled substances is found to have a small amount of marijuana concealed in his bunk. The new supervisor is trying to show how tough he is and is directing the CO team to only pick up all of the males that match the approximate age and ethnicity of this inmate and shake them down.

All attempts by the members of the CO unit to get the supervisor to reconsider are met with an extreme violent reaction in which he starts screaming and relating that he knows this is a disloyal group and that he will see to it that the team is punished for disobeying an order. Then he starts yelling about not being able to commit to a campaign without good troops. The team became concerned about the new commander. They got together and came to you, as the senior member, asking what to do. Please respond to the following questions: What is the likely mental state of the new commander? How could orders from this new commander to the unit cause issues with the corrections officers and their relationship in the inmate population? Do you feel that this commander should be allowed to resume this position as your commander after he sees a trained mental health professional?

Paper For Above instruction

The scenario presented depicts a correctional officer (CO) working under a new jail commander exhibiting signs of possible psychological distress or instability. To understand the implications, it is vital to analyze the potential mental state of the new commander, assess how his behavior may influence the correctional staff and inmate relationships, and determine appropriate actions concerning his continued leadership.

Assessing the Mental State of the New Commander

The observed behaviors—abruptness, demanding manner, violent outbursts, threats of punishment, and hostility—are indicative of significant psychological distress or potential underlying mental health issues. These behaviors could stem from various conditions, including severe stress, anger management issues, or a more clinical mental health disorder such as paranoia or delusional thinking (National Institute of Mental Health, 2021). The commander's propensity for violent reactions and excessive hostility suggests poor impulse control and difficulty managing stress, which are typically associated with mental health issues that impair judgment and emotional regulation (American Psychiatric Association, 2013). Given his reaction to perceived disloyalty and his threats of punishment, he might also be exhibiting signs of paranoid thinking, characterized by suspicion and mistrust of others (Freeman et al., 2015). It is crucial that a trained mental health professional evaluates his mental state thoroughly to identify any diagnosable condition, assess its severity, and determine the best course for treatment or management.

Impact of His Orders on Correctional Staff and Inmate Relationships

The commander’s behavior and directives could have detrimental effects on both staff morale and inmate interactions. His impulsive and aggressive leadership style can foster a climate of fear, hostility, and mistrust among correctional officers (Harper & Pugh, 2019). These negative feelings may impair teamwork, reduce communication, and increase the likelihood of misconduct or errors, compromising security and safety. Moreover, his focus on targeting inmates based on ethnicity and approximate age, combined with suggestion of only inspecting specific groups, risks fostering racial profiling and discrimination, which are contrary to ethical correctional practices and can escalate tensions (Hockenberry & PFlager, 2018). Such biased enforcement can lead to inmate grievances, increased unrest, and challenges to maintaining order within the facility. Furthermore, directives rooted in bias threaten the integrity of the correctional environment and can undermine efforts to rehabilitate or manage inmate populations humanely and effectively.

Should the Commander Continue in His Position?

Considering the observable signs of potential mental health issues and their implications, it is critical to evaluate whether this individual is fit to lead a correctional team. Allowing someone with evident psychological distress to remain in a commanding position can jeopardize the safety and well-being of staff, inmates, and the facility’s operation. Therefore, it is advisable for him to undergo a comprehensive mental health assessment performed by qualified professionals. If the evaluation reveals a diagnosable condition that impairs judgment, impulse control, or interpersonal functioning, appropriate treatment or removal from the position is warranted.

It is essential that correctional leadership prioritizes safety, ethical standards, and the effective management of the jail environment. A trained mental health professional's assessment provides an objective basis to determine whether the commander can resume his duties safely. If he is found to have a manageable condition with adequate treatment, he might return under supervision and with ongoing mental health support. Conversely, if his condition is severe or unmanageable, reassigning or removing him from the position is necessary to prevent adverse outcomes, including staff burnout, misconduct, or inmate unrest (Miller & Roush, 2020).

In conclusion, leadership in correctional environments must be maintained by individuals who demonstrate stability, rational decision-making, and fair treatment. Ensuring that all supervisors, especially those exhibiting concerning behaviors, are thoroughly evaluated and appropriately managed is fundamental to maintaining safety and order within correctional facilities.

References

• American Psychiatric Association. (2013). Diagnostic and statistical manual of mental disorders (5th ed.).
• Freeman, D., et al. (2015). Paranoid thinking in mental health. Journal of Clinical Psychology, 71(2), 122-132.
• Harper, S. J., & Pugh, R. (2019). Leadership styles and their effects in correctional settings. Journal of Correctional Leadership, 15(4), 45-60.
• Hockenberry, S., & PFlager, P. (2018). An introduction to criminal justice. Cengage Learning.
• Miller, H. V., & Roush, W. (2020). Management and supervision in corrections. Oxford University Press.
• National Institute of Mental Health. (2021). Mental health and stress. https://www.nimh.nih.gov/health/publications/mental-health-and-stress