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Conflict is Normal. How it’s Handled is Culture

By Al Cobos, California JPIA Course Instructor

During my 33 years with the Los Angeles County Sheriff’s Department, dealing with conflict was a daily occurrence. Many people think that conflict most commonly occurs when dealing with the community during enforcement actions. While this is true, internal conflict was a much greater challenge.

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Throughout my law enforcement career, I have witnessed conflict both internally and externally. As a profession, we need to recognize that conflict is normal and unavoidable. How we handle conflict internally is an indicator of culture. Culture has significant impacts on personnel retention, hiring practices, employee performance, and psychological safety.

Law enforcement operates in demanding environments where sworn officers must make rapid decisions, adhere to strict policies, and manage complex interpersonal dynamics. Disagreement and tension occur routinely in this environment. In my experience, conflict is not a sign of dysfunction. The real indicator of good organizational health is how the agency chooses to address the conflict.

There are several considerations and strategies when handling internal conflict. They will provide you with a template of what can drive disputes and also how to constructively address them. The following conflict resolution processes should be assessed and implemented at all levels within the department. It is the template for addressing conflict before it creates a hostile environment, unhealthy teams, and a lack of psychological safety.

There are two standout models in policing for dealing with internal conflict. The first framework is based on workplace relationships, which tend to fall along a spectrum between transactional and relational orientations.

Transactional or Relational Model

Transactional orientations emphasize rules, policy, and procedure. Personnel who lean toward this approach often focus on compliance, measurable outcomes, documentation, and defensible decisions. These characteristics are essential in policing because they support accountability and operational consistency. These officers seek positions in internal affairs, traffic motors, professional standards, and financial crimes.

Relational orientations emphasize trust, communication, and interpersonal engagement. Officers and supervisors who operate from this perspective often rely more on influence than on authority. They tend to manage complex social interactions effectively and build stronger working relationships with coworkers and community members. These officers will pursue positions in community policing, school resource programs, peer support, and problem-oriented policing.

Effective police organizations recognize the value of both orientations. Policy and procedure provide the structure necessary for lawful operations, while relational leadership strengthens cohesion and trust within the agency. Many conflicts arise where these orientations intersect. Recognizing your personnel’s orientation can provide an action plan for resolving conflict between an employee who is primarily transaction-oriented and one who is primarily relation-oriented.

Heard, Respected, Trustworthy, and Neutral Model

A second framework to consider is the HRTN model, which stands for Heard, Respected, Trustworthy, and Neutral. The first two elements represent what employees seek when raising concerns. Personnel want to be treated with respect and feel heard. The second two elements represent what employees expect from leadership and the organization. They want to believe their leaders are trustworthy and that decisions are made in a neutral and fair manner.

When police agencies consistently apply the HRTN model, conflict resolution becomes part of the organizational culture rather than a reaction to problems. Over time, this approach strengthens communication, builds trust across ranks, and contributes to a more resilient and professional police department. It creates a culture that ensures accountability while providing support for our people.

For questions, contact California JPIA course instructor Al Cobos or your regional risk manager.

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