Tyrell is a sergeant with a regional police force. He's recently been given the com- manding post at a large urban branch. Tyrell has 15 years' experience in the police services with many of those years in management roles. However, the situation he finds at this branch surprises and baffles him. Morale among the officers is extremely low. Several officers are off on long-term stress leave. Serving a high crime area, the officers in this branch often face challenging calls that also receive substantial press coverage. However, Tyrell senses that the problems run deeper than work overload or negative media attention. He notices that some ofthe male officers are noticeably disrespectful of their female colleagues. He also senses a good deal of animosity among some officers. Two in particular won't even workon the same shift. With some digging around, he finds that one ofthe two officersin question has alleged harassment from another officer. Tyrell knows that the sergeant who previously had command ofthe branch took an autocratic approachto leadership and didn't get involved with interpersonal aspects ofthe workplace. Tyrell sees that his employees are suffering and wants to reach out to them and help improve the situation. He and his wife hosted a potluck for all the officers and staff at their home, but only a few showed up. Tyrell is not sure what to do. Imagine you work in the central office of the force as the HR officer with responsibility for implementing psychologically healthy workplace programs. What advice would you give to Tyrell?

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