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Relations witli the Media
amount of that. I make almost no luncheon appearances,
because they steal time out of the prime part of my day. Can
speeches be avoided? Not by a long shot. But they can be
productive.
Notwithstanding those objections, speaking is generally
fun. Evening speeches do take energy and may rob you of
some vigor the next day, but they keep you in touch. There
are some groups that simply have to see you in person. The
whole purpose of any public appearance should be advancing the objectives of the organization.
One method of giving speeches that I like to use frequently is to tell the people that I have only a little bit to say
and it will take about five minutes to tell—perhaps about
some new development or event. Then people tell me what
they would like to have me talk about, and 1 write down
those subjects on a piece of paper. Pretty soon there are
eight or ten subjects that become my speech.
The advantage of this technique is that you have learned
what is on the minds of your audience. It may surprise you to
learn that their concerns are not what you perceived them to
be. They might not be concerned about what you think they
should be concerned about. If you are going to be responsive
to the needs of the people, you have to get some feedback
from them. Now, keep those slips of paper over the years,
and you can look back over them and see that a year ago they
were interested in such-and-such, but no one is concerned
with that problem any more. You might throw the paper away.
The audience may not be right in what they think the problems are, but they are the people and their fears are realities
to them, so it is extremely important that the executive listen.
Most important, a government executive should look to
the valuable resources of radio and television to communicate
the problems and the need for cooperation to the public.
You can accomplish a great deal in a 30-minute question-
and-answer session with three reporters. I can tell from my
mail after one of these appearances that this has much more
impact than giving a hundred speeches at night to a hundred
different groups.
208
16
Organizational Policy
Every organization is a living, breathing, active product of
society. Yet far too many organizations, especially in government, have lost their vitality, principally because of a loss of
self-generation by subordinate supportive units. An organization must be self-actuating at its most basic unit level, and
the chief executive should set forth the objectives, policies,
and principles of the organization in as explicit a form as
possible. If people in the organization understand these objectives, policies, and principles, they can effectively do their
work without bothering their bosses.
Now, there was a time in the LAPD when policy was
something that existed only in the mind of the chief executive.
I specifically recall a mission that I was given by Bill Parker,
209
Object Description
| Title | Staff one, 1978 |
| Description | Edward M. Davis. Staff one: a perspective on effective police management. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1978. Accompanied by memo indicating the photocopy of the book was provided by the author. PART OF: Commission meetings (6 of 6). PART OF A SERIES: Materials in the series fall into one of several categories related to the Independent Commission's work product: (1) Commission meeting materials, which include meeting agendas, work plans, memoranda, and articles about police misconduct that were circulated and reviewed during the Commission's internal meetings; (2) public correspondence, which includes citizen complaints against the LAPD in the form of written testimony, articles, and an audio cassette tape, as well as letters drafted by citizens in support of the LAPD; (3) summaries of interviews held with LAPD officers regarding Departmental procedures and relations; (4) public meeting materials, which include transcripts, supplementary documents, and witness statements that were reviewed at the Commission's public meetings; (5) press releases related to the formation and work product of the Commission; and (6) miscellaneous materials reviewed by the Commission during its study, including LAPD personnel and training manuals, a memorandum of understanding, and messages from the LAPD's Mobile Digital Terminal (MDT) system. |
| Creator | Davis, Edward M. |
| Publisher (of the original version) | Prentice-Hall, Inc. |
| Place of publication (of the original version) | Englewood Cliffs, New Jersey, USA |
| Publisher (of the digital version) | University of Southern California |
| Date issued | 1978 |
| Type |
texts images |
| Format | 130 p. |
| Format (aat) | books |
| Format (imt) | application/pdf |
| Language | English |
| Contributing entity | University of Southern California |
| Part of collection | Independent Commission on the Los Angeles Police Department, 1991 |
| Series | Independent Commission file list |
| File | Commission meetings |
| Box and folder | box 22, folder 9, item 2 |
| Provenance | The collection was given to the University of Southern California on July 31, 1991. |
| Rights | This work is licensed under a Creative Commons Attribution 4.0 International License. https://creativecommons.org/licenses/by/4.0/ All requests for permission to publish or quote from manuscripts must be submitted in writing to the Manuscripts Librarian. Permission for publication is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission of the copyright holder, which must also be obtained. |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Repository name | USC Libraries Special Collections |
| Repository address | Doheny Memorial Library, Los Angeles, CA 90089-0189 |
| Repository email | specol@dots.usc.edu |
| Filename | indep-box22-09-02 |
Description
| Title | Staff one, 1978, p. 112 |
| Format (imt) | image/tiff |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Full text | Relations witli the Media amount of that. I make almost no luncheon appearances, because they steal time out of the prime part of my day. Can speeches be avoided? Not by a long shot. But they can be productive. Notwithstanding those objections, speaking is generally fun. Evening speeches do take energy and may rob you of some vigor the next day, but they keep you in touch. There are some groups that simply have to see you in person. The whole purpose of any public appearance should be advancing the objectives of the organization. One method of giving speeches that I like to use frequently is to tell the people that I have only a little bit to say and it will take about five minutes to tell—perhaps about some new development or event. Then people tell me what they would like to have me talk about, and 1 write down those subjects on a piece of paper. Pretty soon there are eight or ten subjects that become my speech. The advantage of this technique is that you have learned what is on the minds of your audience. It may surprise you to learn that their concerns are not what you perceived them to be. They might not be concerned about what you think they should be concerned about. If you are going to be responsive to the needs of the people, you have to get some feedback from them. Now, keep those slips of paper over the years, and you can look back over them and see that a year ago they were interested in such-and-such, but no one is concerned with that problem any more. You might throw the paper away. The audience may not be right in what they think the problems are, but they are the people and their fears are realities to them, so it is extremely important that the executive listen. Most important, a government executive should look to the valuable resources of radio and television to communicate the problems and the need for cooperation to the public. You can accomplish a great deal in a 30-minute question- and-answer session with three reporters. I can tell from my mail after one of these appearances that this has much more impact than giving a hundred speeches at night to a hundred different groups. 208 16 Organizational Policy Every organization is a living, breathing, active product of society. Yet far too many organizations, especially in government, have lost their vitality, principally because of a loss of self-generation by subordinate supportive units. An organization must be self-actuating at its most basic unit level, and the chief executive should set forth the objectives, policies, and principles of the organization in as explicit a form as possible. If people in the organization understand these objectives, policies, and principles, they can effectively do their work without bothering their bosses. Now, there was a time in the LAPD when policy was something that existed only in the mind of the chief executive. I specifically recall a mission that I was given by Bill Parker, 209 |
| Filename | indep-box22-09-02~112.tif |
| Archival file | Volume72/indep-box22-09-02~112.tif |
