In recent years, the landscape of policing has undergone significant scrutiny and transformation, driven by calls for reform in the interests of greater accountability, transparency, and trustworthiness among police officers, analysts, and academic researchers to address pressing questions that have an impact on policing strategies and community relations. At the same time, police agencies are grappling with significant recruitment and retention challenges, which are heightened by the increasing prevalence of trauma experienced by officers owing to exposure to violence and the emotional toll of serving their communities while under intense public scrutiny.
The articles in this edited volume underscore how police officers who engage in research — whether through independent inquiry or partnerships with academics — are uniquely positioned to produce actionable findings. The goal of bridging evidence to action is foundational to the National Institute of Justice’s (NIJ) mission to build knowledge that informs public safety and the fair and effective administration of justice.
NIJ’s Law Enforcement Advancing Data and Science (LEADS) program is central to this goal. As a complement to NIJ’s well-established track record in translating and disseminating research findings in understandable and compelling ways to those who can use them, LEADS works from the inside out, nurturing law enforcement agency officers and staff who have self-identified as being research-minded and interested in further developing their skills. LEADS has spurred a new generation of police practitioner/researchers, affectionately known as “pracademics,” who attend academic conferences, conduct research in their agencies, expand their data analysis and methodological skills, and, importantly, network with each other in a highly collaborative and supportive manner. This program, and the research products generated from it (as represented by the articles in this volume), not only advance the field of policing but also foster an environment conducive to meaningful reform, enhanced community policing, and restored trust between police and the communities they serve.
At the heart of effective policing is the ability to communicate and build relationships with the community. The chapter by Brimbal, et al. on improving patrol officers’ communication skills through evidence-based interviewing underscores the importance of this foundational work. Theoretically, officers trained in these skills are better equipped to engage with community members, particularly in high-stress situations. When officers identify communication as a key area of improvement and partner with researchers to design effective training programs, the outcomes become not only relevant but tailored to community members’ specific needs. This collaboration allows for the development of training protocols that go beyond theoretical frameworks, ensuring they are community-centered and grounded in officers’ daily realities. Trained officers’ positive views about communications skill acquisition and their positive perceptions of such training suggest that these programs achieve their intended impact.
Communications skills are closely related to active listening skills, which are essential in all manner of community interactions, particularly high-stakes situations like hostage negotiations. Poorboy and Quinby’s research on active listening skills by hostage negotiators sheds light on the degree to which negotiators apply best practices and recognize areas for improvement. This vital information can inform models for both crisis negotiations and all manner of police communication strategies. By investing in training that emphasizes these skills, departments can enhance their operational effectiveness, resolve high-stakes crises safely, and establish stronger relationships with community members.
Hall and Hoard’s evaluation of critical incident response training also reflects the broader theme of addressing training needs versus merely checking boxes. Many departments grapple with ensuring that training is not just a formality but is relevant and impactful. By evaluating the efficacy of training programs, officers can help identify gaps and propose modifications that address actual performance outcomes. Such research-driven evaluations not only improve officers’ skills but also signal to the community that law enforcement is committed to ongoing improvement and accountability.
Labeling theory presents another critical lens through which police officers can examine their practices. David Miner argues persuasively that by reconsidering how officers think about, refer to, and designate people based on the types of offenses they may have committed in the past, officers can better understand the implications of labeling individuals and the long-term impact on community relations. This theoretical approach, when combined with empirical research, can inform policies that minimize stigmatizing labels and foster rehabilitation rather than recidivism.
The chapter on translating academic evidence into actionable strategies underscores police leaders’ essential role in bridging the gap between theory and practice. Mourtgos and Adams document how authentic engagement between police and academic researchers can yield reductions in crime. Officers who learn from and apply academic findings can implement reforms that are not only evidence-based but also contextually relevant. This process of translation is crucial in creating a culture of research which empowers police officers to question, investigate, and innovate based on their unique insights and experiences. The more officers engage in research about effective and equitable policing practices, the more likely the findings will be used to make improvements in service of public safety.
Research partnerships can also lead to significant advancements in officer retention. Phiri and Alan’s exploration of the relationship between recruit characteristics and officer retention underscores the importance of understanding how officers’ needs and motivations can directly affect their professional longevity. By evaluating workplace factors that influence retention, agencies can develop targeted strategies to support officers throughout their careers. This is especially important in fostering an environment that values officer well-being, professional growth, and community engagement. Such efforts not only reduce turnover but also build a workforce that is better equipped to serve and connect with the community.
Kilmer, et al.’s evaluation of multi-agency peer support programs highlights the necessity of addressing officers’ mental health and well-being. By researching and implementing support systems designed to meet the specific needs of law enforcement personnel, agencies can create environments that not only promote resilience but also cultivate community trust. The use of peers in this process offers one way to overcome police culture’s stigma against seeking help. The impact of effective officer well-being programs cannot be overstated: Theoretically, officers who benefit from such programs are more likely to engage positively with the public, thereby fostering an atmosphere of collaboration and understanding.
Lastly, Herold’s chapter explains the importance of using implementation science to translate research into practical and sustainable policing strategies. One implementation science principle, the co-production of research, specifically highlights the need for collaboration among police, researchers, and other stakeholders. When stakeholders work together as equal partners throughout the research and intervention process, it ensures that research findings are relevant and practical, leading to better outcomes and the sustainability of new practices.
Collectively, these articles highlight how police officers and analysts who conduct their own research or partner with academics play a pivotal role in generating actionable findings that can lead to meaningful reform and improved working conditions for police professionals. By focusing on the critical questions that arise within their agencies and communities, these practitioner/scholars are uniquely positioned to build knowledge that enhances their practices, supports community policing initiatives, and restores trust between law enforcement and the public. As policing continues to evolve, NIJ will continue to play a key role in fostering a culture of inquiry and collaboration through LEADS and its other translational research activities. These investments will be essential for ensuring that the field progresses in ways that are responsive to the needs of both officers and the communities they serve. Through research, training, and a commitment to improvement, police departments can become catalysts for positive change, ultimately contributing to a safer and more just society.
Editor's Note: The article is the first chapter in an upcoming volume "Building Evidence for Action: Innovative Research from NIJ LEADS" celebrating the 10th anniversary of NIJ's Law Enforcement Advancing Data and Science (LEADS) Scholars Program. Each chapter will be authored by an NIJ LEADS scholar, describing research they have undertaken in their agencies. NIJ will release chapters as they are finished, and then the complete volume.
Republished courtesy of NIJ