Research Summary We analyzed 990 police fatal shootings using data compiled by The Washington Post in 2015. After first providing a basic descriptive analysis of these shootings, we then examined the data for evidence of implicit bias by using multivariate regression models that predict two indicators of threat perception failure: (1) whether the civilian was not attacking the officer(s) or other civilians just before being fatally shot and (2) whether the civilian was unarmed when fatally shot. The results indicated civilians from “other” minority groups were significantly more likely than Whites to have not been attacking the officer(s) or other civilians and that Black civilians were more than twice as likely as White civilians to have been unarmed. Policy Implications We implore the U.S. government to move forward with its publication of a national police use‐of‐force database, including as much information about the officers involved as possible. We further suggest police departments use training programs and community activities to minimize implicit bias among their officers.

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In response to increasing violent crime rates in several U.S. cities over the past year, some have pointed the finger of blame at de-policing, a result of the so-called "Ferguson Effect." Although the Ferguson Effect on crime rates remains an open question, there may also be a Ferguson Effect on other aspects of police officers' jobs, such as willingness to partner with community members. This study used data from a cross-sectional survey of 567 deputies at an agency in the southeastern U.S. to accomplish 2 objectives: (a) to determine whether the Ferguson Effect is associated with de-policing in the form of decreased willingness to engage in community partnership, and (b) to determine whether such an effect persists upon accounting for perceived organizational justice and self-legitimacy. Ordinary least squares (OLS) regression equations revealed that the Ferguson Effect (as operationalized by reduced motivation stemming from recent negative publicity) was associated with less willingness to engage in community partnership (b = -.10; 95% CI = -.16, -.05). However, upon accounting for organizational justice and self-legitimacy, the Ferguson Effect was rendered insignificant (b = .01; 95% CI = -.05, .07). The findings suggest that officers who have confidence in their authority or perceive their agency as fair are more willing to partner with the community to solve problems, regardless of the effects of negative publicity.

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