Later in September, Johnson said that Donald P. Behenna, a security supervisor who had been the subject of some of the guards' charges, had undergone "retraining and admonishment" two years ago because of his behavior on the job. Behenna has refused to answer questions from The Crimson.
In February, Johnson fired a Russian guard who had been one of the seven charging harassment. The guard, who had a history of disciplinary problems, had been involved in a fight with another guard in the security officer Harvard Police Lt. John E. Rooney said his investigation was "not completely conclusive in finding who had started the incident.
People on both sides of the dispute say Johnson could have averted troubles by making standards of discipline clear and being more involved in the operations and personal decisions in the unit.
"It's important to realize that the chief of police has the responsibility to establish guidelines for who you can hire as supervisor of guards," says a police officer. "He's never done that."
It was just this quiet, withdrawn style of management that allowed Johnson to rise in the ranks of the Boston Police force. It was this style of management that prompted Harvard to hire him in 1983.
But it was also this style that employees say is at the root of many of the department internal problems. These employees many of whom consider themselves friends of Johnson--way there is a lesson here. A lesson for the police, a lesson for Steiner, a lesson for the University, but, above all, a lesson for Johnson: Internal problems must be confronted head-on, even if it means making waves.
"I don't think the chief asserts himself enough," says one department veteran. "When you're in a leadership position, sometimes you have to delegate authority. But sometimes you have to find out what's really going on."