Police Chief Who Oversaw 1999 WTO Crackdown Says Paramilitary Policing Is a Disaster

They came from all over, tens of thousands of demonstrators from around the world, protesting the economic and moral pitfalls of globalization. Our mission as members of the Seattle Police Department? To safeguard people and property—in that order. Things went well the first day. We were praised for our friendliness and restraint—though some politicians were apoplectic at our refusal to make mass arrests for the actions of a few.

Then came day two. Early in the morning, large contingents of demonstrators began to converge at a key downtown intersection. They sat down and refused to budge. Their numbers grew. A labor march would soon add additional thousands to the mix.

“We have to clear the intersection,” said the field commander. “We have to clear the intersection,” the operations commander agreed, from his bunker in the Public Safety Building. Standing alone on the edge of the crowd, I, the chief of police, said to myself, “We have to clear the intersection.”

 

Why?

Because of all the what-ifs. What if a fire breaks out in the Sheraton across the street? What if a woman goes into labor on the seventeenth floor of the hotel? What if a heart patient goes into cardiac arrest in the high-rise on the corner? What if there’s a stabbing, a shooting, a serious-injury traffic accident? How would an aid car, fire engine or police cruiser get through that sea of people? The cop in me supported the decision to clear the intersection. But the chief in me should have vetoed it. And he certainly should have forbidden the indiscriminate use of tear gas to accomplish it, no matter how many warnings we barked through the bullhorn.

My support for a militaristic solution caused all hell to break loose. Rocks, bottles and newspaper racks went flying. Windows were smashed, stores were looted, fires lighted; and more gas filled the streets, with some cops clearly overreacting, escalating and prolonging the conflict. The “Battle in Seattle,” as the WTO protests and their aftermath came to be known, was a huge setback—for the protesters, my cops, the community.

More than a decade later, the police response to the Occupy movement, most disturbingly visible in Oakland—where scenes resembled a war zone and where a marine remains in serious condition from a police projectile—brings into sharp relief the acute and chronic problems of American law enforcement. Seattle might have served as a cautionary tale, but instead, US police forces have become increasingly militarized, and it’s showing in cities everywhere: the NYPD “white shirt” coating innocent people with pepper spray, the arrests of two student journalists at Occupy Atlanta, the declaration of public property as off-limits and the arrests of protesters for “trespassing.”

The paramilitary bureaucracy and the culture it engenders—a black-and-white world in which police unions serve above all to protect the brotherhood—is worse today than it was in the 1990s. Such agencies inevitably view protesters as the enemy. And young people, poor people and people of color will forever experience the institution as an abusive, militaristic force—not just during demonstrations but every day, in neighborhoods across the country.

 

Much of the problem is rooted in a rigid command-and-control hierarchy based on the military model. American police forces are beholden to archaic internal systems of authority whose rules emphasize bureaucratic regulations over conduct on the streets. An officer’s hair length, the shine on his shoes and the condition of his car are more important than whether he treats a burglary victim or a sex worker with dignity and respect. In the interest of “discipline,” too many police bosses treat their frontline officers as dependent children, which helps explain why many of them behave more like juvenile delinquents than mature, competent professionals. It also helps to explain why persistent, patterned misconduct, including racism, sexism, homophobia, brutality, perjury and corruption, do not go away, no matter how many blue-ribbon panels are commissioned or how much training is provided.