module 6 Flashcards
(34 cards)
1
Q
police make decisions based on:
A
- risk to victims, the public, themselves, and the person under investigation (balance all of them)
- laws and policies (e.g. use of force, situations where they use discretion)
- values and biases (veryone holds biases, but ideally values will fit with the role)
- orders or expectations (follow orders or not; can challenge if not safe/time pressured)
- personal experience (what worked/didn’t)
2
Q
examples of police decisions
A
- weapon identification
- shoot or don’t shoot
- charges or no charges
- discretion (informed by policies) in grey areas
- mental health apprehension or not
3
Q
dynamic decision-making
A
- sometimes decisions are made in time and safety pressured situations, which can be characterized by:
- incomplete information that is continuously being added
- uncertain and often changing environments
- time pressured while under stress
- situations and decisions are often similar to previous situations and decisions
- irregularity of other situations
- risk
- suddenness of situations
4
Q
2 models of decision making
A
- drift diffusion model
- dual-process theory
5
Q
drift diffusion model
A
- information is accumulated from the context (i.e. the incident)
- information extracted over time (or over a short period of time when needed) is treated as evidence for or against a course of action
- e.g. We need to break down the door to check on his welfare? Now it’s quiet and there’s a dead cat on the floor. Do they have another way of entering the room/building?
6
Q
decisions are impacted by
A
- speed of the accumulation process
- decision threshold
7
Q
dual-process theory
A
- it is complimentary to the drift diffusion model, so HOW does this impact decision-making?
- 2 forms of thinking that can be changed between very quickly
8
Q
system 1 thinking - dual process theory
A
- intuitive, fast and automatic
- real time or safety pressure ( if it is very fast, they can not logically think it through therefore largely based on schemas)
- use schemas based on experience
9
Q
system 2 thinking - dual process theory
A
- deliberate and systematic (have time to take a step back)
E.g. look at the environment, build information and tie it together - use logic developed at the time
- monitors and informs system one (inform system one by seeing if reaction worked well or not, and this is building schemas)
10
Q
influential factors
A
- personal/psychological
- organizational
- situational/environmental
11
Q
situational/environmental factors
A
- most influential factors on decision-making when force is used
- includes:
- suspect characteristics
- features of the encounter
- officer characteristics
- neighbourhood characteristics
12
Q
organizational factors
A
- potentially stress-inducing factors include:
- shiftwork
- long shifts
- exposure to trauma and risks to their safety
- discrimination
- excessive administrative demands
13
Q
personal/psychological factors
A
- include the abilities to:
- monitor their internal states
- manage and regulate their emotions
- adapt to stress
- accurately assess the individual and situation
14
Q
fear and decision-making
A
- officers may concurrently experience legitimate states of fear & overestimation of the relative risk present in a situation
- active down-regulation of the fear response can adjust the impact on decision-making and subsequent reactions
15
Q
fear can be acquired from
A
- experience
- observation
- word of mouth
16
Q
fear is associated with
A
- increased processing of aversive information
- improved response inhibition as the body prepares for response (changes mental focus, physiological changes)
- Erkstaussen Law -› a certain level of stress will improve performance (do not want to have TOO much stress = diminishes performance)
17
Q
decision-making in mental health calls
A
- police required when:
- there is a potential danger
- need for enforcement of the Mental Health Act
18
Q
mental health calls
A
- unique when compared to enforcement or criminal code-related calls for service
- police need to decide whether to engage persons with mental illness through:
- criminal justice system
- public health
- social services
19
Q
campbell and freeze system one thinking study
A
- officers from Atlantic Canada in a study by Freeze and Campbell, generally describe decision-making consistent with System One of the Dual Process Theory:
- “a gut thing”
- “split second”
- “spur of the moment”
- “really quick”
- “intuitive”
20
Q
decisions during a mental health call
A
- identifying and identifying the issue
- considering their options for response
- considering their option for how and when to carry out their response
21
Q
decision-making values
A
- safety focused (#1 focus)
- continuous evaluation of the risk posed by the individual (progressive)
- reflected in the preference for verbal de-escalation, with use of force considered a last resort
22
Q
situational themes in decision-making
A
- specific information about the incident or setting that officers use to understand that is happening
- initial information frame
- on-scene appraisals
23
Q
initial information frame
A
- vague and uncertain information
- historical data
24
Q
vague/uncertain information
A
- lack of clarity limits the extent to which officers can prepare before walking/entering into a scene
- amount and quality of the information varies by source of information
- often need to adjust perceptions that are based on initial information
25
historical data
- when individuals have had previous contact with police, the historical information can be used to add context and supplement the often vague call information
- e.g. how they are likely to interact with police, what they have done before and what they can expect walking in
26
on-scene appraisals
- surroundings and visual cues
- conversation
- improving to gain trust
27
surroundings and visual cues
- consider “abnormal” and “normal” verbal and behavioural cues to inform threat and mental health assessments
- consider environmental information to inform an understanding of their mental state or functioning
- e.g. barricading door, uncleanliness, no food
28
conversation
- assess competency and risk to safety
- e.g. look at coherence, aggression, agitation, threats against themselves or others?
29
improvising to gain trust
applying interpersonal and communication skills (aka conversational improvisation) to avoid use of force and gain compliance
30
contextual themes of decision making
- influences outside of the call that impact how information is interpreted
- external dynamics
- personal experience
31
external dynamics
- exercising caution to avoid scrutiny
- organizational limitations
32
exercising caution to avoid scrutiny - external dynamics
- officers described hesitancy due to concern over how their actions may appear from the public’s point of view
- fear of latent outcomes
- outcomes: if they do not take to hospital, what if something happens? - more likely to take person to hospital
33
organizational limitations - external dynamics
organizational constraints and resourcing concerns result in a need to balance the risk to the individual with the risk to public safety caused by officers being off the road for extended periods of time
34
personal experience
- "with years comes confidence": develop knowledge and confidence when they have gained on the job experience with similar calls and situations
- recognize that confidence does not necessarily mean they have the correct approach
- personal exposure to and interest in mental health fosters empathy: seek training, spend more time with person, and develop empathy
