The advent and growth of social media has spawned a new era of broadcasting which has given people an almost unrestrained freedom to express themselves. This, in many ways, is useful in terms of giving voice to the voiceless and the oppressed but has its flipside as well.

In the last couple of years or so, a number of writings and audio/video clips have appeared on social media in which senior command of the police was subject to harsh criticism and at times blatant bashing by the subordinate officers. A series of allegations surfaced against the senior command regarding welfare of the subordinates, skewed distribution of resources within the police, disproportionately harsh punishments and inhuman treatment of the juniors. Occasionally, the allegation of corruption was also part of the criticism.

Such behaviour on the part of subordinate officers poses an existential threat to an organisation which espouses discipline as its core value. Whereas it is crucial to curb such indiscipline and wayward behaviour among members of the uniformed force, there is no harm in accepting that not all of these complaints are without basis.

Some of the observations are quite pertinent and need serious consideration. For instance, the working and living conditions at the police stations are by no means satisfactory. Poor logistical support in terms of transport, lodging and food are issues causing unrest among the lower ranks.

Yet another issue of great importance is related to promotions which cause a lot of heart-burn among subordinates. The senior command has failed to come up to the expectations of the junior ranks. A deep analysis can help put things in the proper perspective.

The gap between the junior and senior ranks is not something unique to Pakistan. In literature, the debate regarding “management cop vs street cop” has beset all the police forces in the world. It is, indeed, a cultural difference which drives a wedge between the top brass and officers in the field.

There are certain features of street cop culture which distinguish it from the culture of management cops. The police station or street cop has his own perception about policing, which differs significantly from the management cops. The street cops think that they are the actual law-enforcers as they work in the field and have a deeper knowledge of the ground realities and know better ‘what works’ in the core policing. For them rules and procedures are frequently an impediment in the achievement of desired results. They think that higher officers sitting behind the tables in their cozy offices have little idea of real policing and the difficulties involved.

In our context, this goes beyond the simple difference and turns into a class conflict of sorts wherein the management cops are viewed as exploiters who are selfish and insensitive to the needs and aspirations of junior ranks. They are suspected of using all the resources for their own comforts instead of utilising them to improve the situation.

The management cops, on the other hand, have a different perspective of policing and try to achieve the desired results while keeping within the parameters of laws, rules and procedures. They want the street cops to change their attitude towards the public and involve the community in their law-enforcement functions. They realize that the level of police excesses and corruption should go down and the public perception of police should improve which is not possible until the street cop changes his treatment of the public.

The management cops, on the other hand, have to show results in terms of prevention and detection of crime and maintenance of law and order. The street cops come under pressure to produce results and try to achieve them in their own style involving excesses, torture and other malpractices and get penalised for that by their senior command and the relations between them are further embittered.

This has created a trust deficit between the higher and lower ranks and given birth to a feeling of insecurity amongst the lower ranks. Hence, phrases like ‘good old days’. How have we come from good old days to such a pass?

While the senior command may be responsible in certain instances, the street cops also need to understand the changed socio-political and legal milieu in which the police as a whole have to operate. It is true that most of the times it is the street cop who has to bear the brunt of anything untoward, the senior command, too, is not immune to the pressures generated by growing public awareness, expanding power of the media, judicial activism and political point scoring.

Unnecessary litigation by the ranks has complicated the seniority issues, often blocking promotion prospects. Similarly, multiple level inductions by various governments for their political gain have further compounded the problem of promotions.

The high command may not be entirely responsible for this conflict but it cannot absolve itself of its responsibility to resolve it. The first thing the management cop needs to do is to bring an attitudinal change, be more humane and empathetic while dealing with subordinates. Unnecessary use of harsh and sometimes abusive language causes wounds which do not heal easily.

It is unfortunate that some officers always look askance to even the genuine grievances of their juniors. Though there has been some attention to the welfare of subordinates in recent years a lot more is required in terms of medical facilities, education of the children, housing and flexible loan facilities.

Improvement in the working conditions at a police station, like physical environment, working hours, duty rotations, leave and rest can go a long way in providing solace to the subordinates. Similarly, resolving the seniority issues and ensuring timely promotions of subordinates will definitely help in bridging the gap between seniors and juniors.

‘The good old days’ can return only if the management cops take the street cops along, make their decision-making a bit more democratic to incorporate the views, needs and aspirations of juniors and show through their actions that they will be at their back through thick and thin.

The writer is a senior police officer