Communicating Effectively in Corrections — Up, Down and All Around

In life, everything we do depends on how well we communicate. From ordering fast food at a drive-through to composing a last will and testament, our messages must be clear, concise and respectful. The person we are speaking or writing to must understand what we are trying to say — what our message means. On top of that, we have to make an effort to understand their response so we know what they say and mean.

Communication has played a significant role throughout history. For example, when the RMS Titanic sent out its “CQD” (“Come quick, danger!”) message via wireless telegraph, one ship (the Olympic) responded: “Am lighting up all boilers as fast as we can,” indicating help was on the way. When another ship, far too remote to help with a rescue, interrupted the flow of communication, the Titanic signalman told it quit tying up the airwaves: “You fool … keep out.”

During the Gettysburg campaign, the cavalry of General J.E.B. Stuart served as the “eyes and ears” of the Confederate Army. In late June of 1863, General Robert E. Lee desperately needed intel on what Union troops were up to. Stuart made a daring attempt to ride completely around the Union Army, but severed telegraph lines meant he couldn’t provide information to his commanding general. As a result, Lee lost the battle of Gettysburg.

Correctional facilities run on good communications. Staff-to-staff communications include pass-on information, instructions from supervisors and advisories from sections such as classification, medical and gang intelligence personnel, just to name a few. Staff-to-staff communications also include evaluations, training records and directives from the “brass.” From the logs recording services to special management offenders to detailed reports of occurrences, information must be transmitted accurately and clearly. The lives of everyone who lives and works in the facility depend on that.

Staff-to-staff communications go up (from lower levels to supervisors), go down (from supervisors to the lower levels), and all around (from section to section, sworn and non-sworn, and to other corrections agencies).

Staff-to-inmate communications are just as important. We all want inmates to comply with our instructions and requests. We also want them to communicate with us.

If you have worked in corrections for any length of time, you know how to write a report about what happened, who was involved, when and where it occurred, how everything went down, and why the incident started (assuming anyone actually knows). In my career, I have lost count of how many reports I wrote, how many memos and directives I drafted, how many entries I recorded in inmate files, and how many special housing logs I filled out. Practically every one of these required me to take some action. Combine these with meetings conducted and it should be clear how critical communication is to operations in corrections.

And so, I won’t be telling you here how to write a report. Rather I’ll be providing a refresher on the importance of communication — what works and what doesn’t — and remind you of some commonsense guidelines for good communications. The goal is for you, the jail correctional officer (CO), to:

• Identify ways to exercise effective communications. After all, some methods are better than others.
• Learn the consequences of poor communications, such as civil liability, security issues, injuries and even death.
• Identify ways to improve communications with inmates.
• Establish sensible guidelines for effective communications.

In my jail career, I learned several takeaways about communication:

• The way you communicate reflects your professionalism. Sloppy communication can be embarrassing. You are as professional as how you present yourself — including how you look, act and communicate with others.
• You will get further with someone you are communicating with if you show mutual respect. Respect is earned, regardless of who is on either side.
• Keep in mind that your communications can end up in many places, including internal affairs, employee evaluations, the superintendent’s desk and a court of law.
• In this age of digital communications, you still may have to write out information using — gasp! — a pen and paper.

Methods of Communications

Throughout our lifetimes, we generally communicate using four methods. It doesn’t matter whether we are in the public safety sector or the private business sector; each of these methods has advantages and disadvantages:

• Oral: The spoken word is the quickest and easiest way to communicate. We use our words and people respond. We can ask them immediately if they understand the message. There are two major disadvantages, however. As in the old elementary school “telephone game,” when spoken information is relayed through a chain of people, messages can be distorted. Another disadvantage is that with oral communications, there is no written record; instead, the staff relies on memory. Needless to say, that often does not hold up well in court.
• Written: Reports, memos and written directives have an advantage. They are permanent, tangible and can be both verified and corrected if they are not complete or accurate. To some officers, one disadvantage is that it takes time to write things effectively. If an officer is in a rush, hastily written communications may not be clear. To be effective, written communications must be accurate, clear, complete, concise, factual and objective. Some are simple, such as a log about inmates in isolation. Information logged includes when they are seen by the medical staff, when they receive showers, when they are fed, when they are seen by classification and mental health staff and so on. Objectivity means that in a well-written report, feelings and opinions are left out, and only facts and observations are included.
• Non-verbal: Whether we realize it or not, we are constantly communicating nonverbally. Our body language can send a message showing how interested or concerned we are. For example, an inmate approaches an officer about a problem. The officer may sigh or roll his eyes, conveying to the inmate that he does not want to be bothered. Nonverbal communications can also include intonation. In the aforementioned example, the officer, thinking that the inmate is a pest, says, “What the hell do YOU want?” The inmate walks away, thinking that the officer does not care and does not want to be bothered. He thinks nobody cares or wants to help with his problem. And that problem could be trouble in the unit, another inmate making contraband or experiencing thoughts of suicide.
• Electronic: We live and work in an information age of emails, online memos , digital policies, and word processing programs for reports. In some instances, paper may be still used, but we are moving rapidly away from that. Inmates may still receive a handbook, but they can also get information via kiosks and tablets. Commonsense rules apply — the information entered in electronic communications must be clear, accurate and correct. It also may be good practice to have hard paper copies of logs, reports, and so on.

Consequences of Poor Communications

Poor communications have consequences. The most basic mandate of correctional staff is to maintain safe and secure custody of every inmate in their care. To do so, every corrections officer (CO) and supervisor needs information.

Any given inmate who is being booked may require some exceptional handling. The inmate may have mental health problems or medical issues. They may be assaultive, a gang leader. Or maybe they’ve made comments about suicide and/or have been put on protective custody. They might be a transgender person, requiring special treatment to be kept safe.

Regardless of the circumstances, each inmate must be cared for, protected and watched closely. Logs and reports must be written well enough that everyone on staff knows what is going on, what precautions are to be followed and what problems they might encounter.

If an inmate dies by suicide, their family will likely file a lawsuit accusing the jail staff of negligence. You can wager that every bit of documentation about the deceased inmate will be subpoenaed. Logs, reports, post checks and staff training records will be closely examined. And they’d better be neat, complete and accurate.

What also is important about effective communication in corrections environments is that staff members pay attention to information — and sometimes that information comes in the most unusual of forms.

Consider the case of Burwell v. City of Lansing (7 F.4th 456 (6th Cir. 2021)). Christopher Phillips was arrested for speeding and driving on a suspended license. When he answered medical questions during intake, Phillips said he was taking epilepsy medication and needed his second daily dose. Officers brought him sandwiches and placed him in a holding cell. Half-hour checks are policy in that area, and Phillips’ name was placed on the “watch closely” board due to his medical issues. COs are required to monitor video and physically check the cells, and the inmate was observed several times swaying on the bench in his cell, hunching over and repeatedly dropping his sandwich. He fell several times, but managed to pull himself back upright. Though cell checks were recorded, nothing was done when Phillips collapsed, a puddle of vomit forming around him on the floor. An officer looked in and assumed Phillips was asleep, although he did not ascertain whether the inmate was breathing. Another inmate who was placed in the cell said the CO did nothing as the decedent lay there in a pool of vomit.

An internal affairs investigation concluded the CO didn’t look or stop at the inmate’s cell, violating policy. The vomit was reportedly visible on video. The inmate died over a period of three hours — two hours of which he was lying on the floor. The “watch closely” board was visible to COs entering the holding area, and included the name of the inmate, the reason for close watch designation and the time the detainee needed his next dose of medication. A jail supervisor testified that she thought the CO was checking the inmate. Obviously there was a breakdown in communication.

Phillips’ estate sued and a jail officer was found potentially liable. Several others were exonerated for his death.

There is so much inside a jail that has to be communicated. Any security problem, ranging from found contraband to malfunctioning closed-circuit video equipment, has to be transmitted to the staff — all sections, all divisions — everyone who has contact with inmates. Remember, if you know equipment is not working, the inmates know it too.

Communicating with Inmates

Also important in any correctional facility is the manner in which staff talks to inmates. The ultimate goal, of course, is mutual respect and positive compliance with orders and requests for information.

In interactions outside a jail setting, people generally respect each other, are cordial and polite. Most of the time, communications go our way. Inside a correctional facility, though, things are different. The inmates do not want to be there, and they resent and resist the rules and regulations. There’s a definite “us vs. them” mentality, and inmates may be sarcastic, combative or closed mouthed. But COs do not need arguments; they need compliance.

Here are some suggestions for effective communication in corrections interactions between staff and inmates, using the method of correct assertiveness:

• Consider the context: Do you enjoy being embarrassed in front of others? Neither do inmates. As much as possible, important conversations should be kept away from other inmates, noise, distractions and interruptions.
• Be calm: In a jail setting, it’s easy for anyone to get flustered or angry. The inmate may not be calm, but if you maintain a mild composure, the temperature of the conversation may be lowered somewhat.
• Consider the inmate’s point of view: Pay attention to and try to understand the inmate’s side of the argument. You may disagree and the inmate may not get their way, but you’re more likely to earn respect if you take the time to listen.
• Explain your side: After the inmate has expressed their position, explain yours. The inmate may not like the answer but will likely realize that at least they had a chance to talk. Be respectful — do not use curt, dismissive answers like “No means no” or “I don’t care.” Avoid condescending, dismissive body language and facial expressions.
• Consider the consequences: COs make decisions. After both sides are heard, the COs must think of the consequences of what may or may not happen based on the calls you make.
• Come to a solution: Generally, the inmate has to do what the CO orders. However, you can let an inmate “save face” by advising them of the choices they have. Some inmates would love to tie up a CO in a conversation for a length of time. You can say: “You and I have both had our say … but now you have several choices on how it is going to go.” I’ve found that this approach worked in some cases. The inmate could, for example, obey the order to move, be searched, etc. The choice usually comes down to compliance versus not-too-pleasant consequences.
• Do not run hot and cold: Communications can be affected by the mood of those doing the communicating: you and the inmate. Communications are usually more positive if you present a steady demeanor without being prickly or quick to temper.

Commonsense Guidelines for Communications

Communication in a correctional facility is a complicated, wide-ranging topic that could fill volumes. Here, though, are some commonsense rules:

• Rule #1: People in jail can get hurt or die if staff do not have clear, accurate and timely information.
• Rule # 2: Documentation is worthless if no one can read it. When it comes to handwritten notes, legibility counts! For other written material, simple grammar and punctuation is a must. Try not to rush; instead, think, “Can someone else read this?” If you are not sure about what you have written, have a colleague or supervisor proof your work.
• Rule # 3: Proper, accurate documentation covers you and the agency, protecting you from negative actions and consequences, and the agency from noncompliance with standards.
• Rule # 4: If something was not written down and properly authorized, it did not happen.
• Rule # 5: Write the report as soon as possible after the event. Write log entries and pass-on information as soon as possible, as memories fade.
• Rule #6: Remember the correct assertiveness rules of good communications.
• Rule #7: Remember the collaterals: Reports, logs, directives and any communications you write can end up in court, with other agencies, with the superintendent or sheriff, the district attorney for criminal prosecution, the department attorney in cases of civil action, the defense attorney and the inmate’s family attorney. Also, they can be placed in your personnel file and used by Internal Affairs. Finally, they can be released to the media.
• Rule # 8: Remember up, down and around: Communications are from the line to supervisors, from supervisors down to the line, and to other sections of the facility, including non-sworn staff.

Don’t Underestimate the Importance

In my jail career, one of the first job assignments I had as a corporal was research aide — gathering documentation to assist the department attorney in defending the jail in civil litigation. I grew to appreciate the value of effective communication and documentation. Another assignment was to document compliance with standards. This served to reinforce how valuable communication and documentation are within a corrections environment.

Effective communication in corrections are necessary for any correctional officer and a vital component of the correctional facility security network. How you understand, record and relay information impacts safety and security. The four types of communication — oral, written, nonverbal and electronic — have positives and negatives, advantages and pitfalls. Poor communication can have consequences relating to security, safety and civil liability. Practicing correct assertiveness in staff and inmate communications can lead to positive interactions.

Once again, communications are up, down and around the staff, involving many different personnel. As you practice commonsense rules about effective communication, you’ll find your corrections career will benefit and everyone — staff and inmates alike — will be safer for it.

References

1. Whisenand P. Supervising Police Personnel: The Fifteen Responsibilities, Sixth Edition. Upper Saddle River: Pearson Prentice Hall, 2007.
2. Cohen F. “Death from Drug Withdrawal: Officer Found Potentially Liable; Others Excused.” Civic Research Institute, Correctional Law Reporter, Volume XXXIII, No. 3, October/November 2021.
3. Cornelius G. Avoiding Liability. Jail In-Service Training Presentation. 2024.
4. Cornelius G. The Correctional Officer: A Practical Guide, Third Edition. Durham: Carolina Academic Press, 2017.
5. Cornelius, G. Communications: If Information Is Not on Paper-It is Vapor! Jail Staff In-Service Presentation, 2021-2024.