Like many things, you can't create a "static system" and get perfect results. That's what Checks And Balances are about in the Constitution. That's what itera

Like many things, you can't create a "static system" and get perfect results. That's what Checks And Balances are about in the Constitution. That's what iterative development is about. That's what iterative marketing/sales is also about. Most of the time, expecting a one-time, static, created thing to "fit" or "match" or "perform" well is moronic. Whenever you have a manager who wants things that have never been done (e.g. advertising, tech design, etc.) to be 100% perfect a priori (e.g. a Waferfall project plan), you will always fail. Iteration and feedback loops are the magic solution, along with having some "decent" and "obvious" good planning. An EE would call this a PID controller: predictive, reactive and presently aware forms of correction. So having restrictions on IQ for police is a self-evident form of "bad planning". Not having proper independent correction with truth and teeth, is an example of "bad feedback". So good policing must be a "process" and not some static imagined state based on statistic or metrics that don't have ties to anything related to the mission and goals (e.g. hiring minorities for no other reason but that you want minorities rather than on merit!)