Supervising police Personnel

Question 1

CHAPTER 1 STRENGTHS-BASED LEADERSHIP Strength #One is Character. Supervisors and leaders are judged by their?

Answer 1

Character

Question 2

The number one value for a person of character is?

Answer 2

Integrity

Question 3

The driving force in a persons character?

Answer 3

Integrity

Question 4

Of the four myths, which one is the most commonly held?

Answer 4

Myth 3. Your team needs you to put aside your individual strengths.

Question 5

A ___ vision a ____ strategy involves clear communication on part of a strength based leader.

Answer 5

Clear vision and clear strategy

Question 6

A absence of ____ will push a leader to the sidelines and bench him.

Answer 6

Clarity

Question 7

A _____ is an activity that makes you feel strong?

Answer 7

Strength

Question 8

When we know our own strengths the entire team will benefit from them.. True or False

Answer 8

True

Question 9

Is the capacity to command?

Answer 9

Leadership

Question 10

In a police organization anyone can exert?

Answer 10

Leadership

Question 11

Who wrote “Excellence is not an art it is a habit .. Similar leadership isn’t a art it is a capitalization of ones signature strengths?

Answer 11

Aristotle

Question 12

Recent findings about supervisors who focus on either employees strengths and weakness or ignores them ? People who have the opportunity to focus on their strengths are six times more likely to be engaged in their jobs and more than 3 times as likely to report having above average life satisfaction.

Answer 12

The chances of you being actively disengaged If boss ignores you 40% focus on your weaknesses 22% and focus on your strengths 1%.

Question 13

Talent x strength =

Answer 13

Strength

Question 14

What is a sign of a leader and not?

Answer 14

Not is control .. Yes is power, brain

Question 15

What is the sign of a supervisor ?

Answer 15

Authority

Question 16

leadership is the ____ to command

Answer 16

Capacity

Question 17

Chapter 2 Decisions____ is the major responsibility of a police supervisors

Answer 17

Decision making

Question 18

As a supervisor the most critical part of your job is?

Answer 18

Is to make decisions

Question 19

A frequent complaint in police work concerns the frustration of waiting for supervisor to make a

Answer 19

Decision.

Question 20

Your success as a supervisor and a leader will be measured by your

Answer 20

Timely and accurate choices.

Question 21

Two magnificent birth gifts shape and drive our decisions

Answer 21

Our Freedom and power to choose and our five intelligences

Question 22

The essence of being a supervisor and leader

Answer 22

Is being able to influence the choices of others

Question 23

Between stimulus and responds is a ______

Answer 23

Space within a space is the freedom to stop for a split second or days.

Question 24

Each good decisions therefore should start with a

Answer 24

Stop, forced space for reflections to let us clarify our goals..

Question 25

Five intelligence’s that shape and drive our decisions? Physical Mental Emotional. Social Intelligence Spiritual Intelligence

Answer 25

Physical Intelligence helps produce timely and reliable decisions

Question 26

Mental intelligence

Answer 26

Mental facility analyze, reason think, use language.

Question 27

Determines our EQ that determines our success in our career.

Answer 27

Emotional Intelligence (EQ)

Question 28

Dr. Daniel Goldman discovered and defined EQ revealed that ___% of a leaders ability evolve EQ.

Answer 28

85%

Question 29

Social Intelligence SoQ.. The scientific fact remains that ___ % of a supervisors ability to lead depends on his

Answer 29

85 EQ and SoQ can be referred to common sense.

Question 30

SQ Spiritual Intelligence

Answer 30

Is what makes us human ,these five Intelligence shape our core character to Build mainstay competency and set up driving purpose..

Question 31

All three _____. _____. ______ trigger the need for reliable decisions?

Answer 31

Character, competency, and purpose.

Question 32

_____ is the genesis of all human relationships

Answer 32

Trust .. lack of trust is a disaster for police organizations

Question 33

3 Components of a trustworthy character?

Answer 33

Integrity , maturity, and win win behavior.

Question 34

Most often word most often searched for in the online Merriam Webster dictionary since 2006.

Answer 34

Integrity

Question 35

Competency is both what we perform and how well we perform it.. 3 parts of the competence side of trustworthiness ..

Answer 35

Technical , knowledge , teamwork.

Question 36

Is the skill and ability to accomplish supervisory tasks, means deploying your birth given talents.

Answer 36

Technical Competence

Question 37

Is building complementary teams in a police agency.Install work ethics

Answer 37

Teamwork

Question 38

5 Benefits of purpose driven leadership together they promise timely and relatable decisions..

Answer 38

Knowing your purposes gives more meaning to your leadership.. Knowing your purposes makes decision making easier. Knowing your purposes focuses your leadership. Knowing your purposes motivates you and those you lead. Knowing your purpose is fulfilling .

Question 39

Nine Checkpoints when approaching a decision.

Answer 39

1) Never make a decision that should be delegated!!

Question 40

3 compelling reasons to delegate decision making?

Answer 40

Empowerment , empowers others to do their job. Building trust morale etc.. Time- making good decisions is difficult and time consuming. Delegate to release the stress of trying to answer all questions. Mentoring - when you delegate you help others grow in job satisfaction. True delegation really letting go

Question 41

Checkpoint 2.. Never make a decision today that you can reasonable delay

Answer 41

The timing a police supervisor decision is an important as the decision itself. Don’t rush, opens up more choices as leaders..

Question 42

Checkpoint 3 Decide if the decision is yours to make.

Answer 42

Avoid engaging in a two front battle when it comes to decision making …if is your decision make it or delegate the making of it.. if not but out!!

Question 43

Checkpoint 4: Take extra care with important decisions

Answer 43

Could the decision cause serious physical emotional injury .. If yes take your time answering and extra care. Jeopardize important relationships! Undermine or damage reputations or credibility . Affect the values and vision of the department.

Question 44

Checkpoint 5 Enforce the rules.

Answer 44

Failure to enforce rules just to be popular can quickly bring that leader to ruin.

Question 45

Checkpoint ::6 See the big picture!

Answer 45

Not seeing the big picture when approaching a decision is called Focus Illusions! We tend to over look other important characteristics!!

Question 46

Checkpoint 7: Use your Personal Experience.

Answer 46

You have to acquire a lot of diversified police work.

Question 47

Checkpoint 8: Wanting Versus Liking!

Answer 47

Ask why do you want to promote to sgt..

Question 48

Checkpoint 9: Satisfying Not Maximizing.

Answer 48

As a sergeant don’t Fret about getting the one and only best decision all the time, and always evaluate each outcome of each decision on its own merit rather than against others..

Question 49

Two decision making styles ??

Answer 49

Satisfying and maximizing..Satisfiers are individuals who have A minimum threshold for what is acceptable to them. Maximizers —- those who strive to squeeze the very best out of every decision.

Question 50

The Decision Making Process: Seven Steps.

Answer 50

Step 1 Heart. When making a tough decision he will listen to his heart.

Question 51

Step 2 Self Discipline

Answer 51

Is paying the price to make the decisions into reality. It is willpower embodied. Dealing with the hard pragmatic brutal facts.

Question 52

Step 3: Confidence

Answer 52

Confidence depends on you : Applying the nine checkpoints when making a decision. Knowing your strengths , and strengths of your team and knowing your purpose.

Question 53

Step 4 Participation

Answer 53

Get opinions from others , feedback , but you still make the final decision. Consider the values needs, and desires of those to be affected.

Question 54

Step 5 Chance

Answer 54

This step is referred to as a slippery rock .. Every decision has element of risk or chance. You can significantly reduce your chance of slipping by strong analysis , focus, and most of all allowing others to participate in the process.

Question 55

Step 6 Intuition

Answer 55

Important tool used in making a decision taking a risk is that of personal insight intuition. Making decisions on gut feelings.snapped decisions.

Question 56

Step 7 Future

Answer 56

Step requires looking ahead —foresight .. Decisions can only influence the present and the future not the past.

Question 57

Decision == Moment+ Owned Character

Answer 57

D means a need or reason to make a decision . Moment stands for the space that we need to take to make best choice. OWNED means once made decisions is made by you. All of this is orchestrated by you Character.

Question 58

An amazing ___% of a leaders abilities involve EQ..

Answer 58

85%

Question 59

Is the basic of all human relationships?

Answer 59

Trust

Question 60

The first step in the decision making process deals with

Answer 60

Heart.

Question 61

Chapter 3 Values page 25.

Answer 61

The MOST important decision that you and I have is: what are my values? Our beliefs, attitudes destiny, and integrity depend on the decisions we make about our values.

Question 62

4 very critical functions for police agencies , their employees, police supervisor , strength based leaders.

Answer 62

Compass. Those values that serve us as a compass are ethical values.. walk the talk, our integrity. Set your compass towards the community which will have big rewards.

Question 63

Communication

Answer 63

Understands other people values and ours as well then we can really communicate.

Question 64

Purposes

Answer 64

Our last values have determined our purposes . Understand and appreciate human values because they serve as a purpose and an end or a goal.

Question 65

Strengths

Answer 65

Focus on your strengths not your weakness. All that we value becomes part of us. And thus we are what we value and lead others.

Question 66

What is a Value?

Answer 66

Is an enduring belief that a specific goal and means of attaining that goal are very important..

Question 67

Recent scientific evidence reports what % that genetics shape broad patterns of human behavior.

Answer 67

Reports 40 to 50 %.

Question 68

Our value programming periods can be categorized as imprinting

Answer 68

Which is first six to 7 years a large amount of mental and values development takes place.

Question 69

Modeling

Answer 69

From the age of 7-14, the process of value identification with parents expands. Identify with with gangs or playgroups. Involvement with media , school.

Question 70

Socialization

Answer 70

Between 13and 20 years of age. Intense socialization with peers. It is during this period that we achieve full physical maturity and a dominant value system.

Question 71

Our values can be changed by two ways?

Answer 71

Significant Emotional events.. SEE’s unplanned ,undirected manner. Being Fired, promoted, injured or winning an athletic contest. And Profound Dissatisfaction. To be successful in this most difficult of transitions -psychological growth requires a special combination of inner and to a degree outer circumstances.

Question 72

A person must possess 3 attributes if he is to make a substantial psychological step forward.

Answer 72

The individual must be deeply dissatisfied, otherwise why change. Must possess much psychological and physical injury.. Hard to break old habits. Must have or acquire the psychological insight to know what will slake the driving dissatisfaction.. Only when all 3 of these factors are present simultaneously will a person have the motivation to change.

Question 73

10 things that values do to us and for us?

Answer 73

1:Paradigms: Different views, perceptions. I see one thing and you see something different. 2:Generation Gaps: police organizations can have employees from four or more generations. It’s presets a problem for the supervisor. 3.Individual Differences: main source of experiences are family, education, religion , media, friends, wealth and where we grew up.

Question 74

4th value that influences is Standards

Answer 74

4.Standards is a value system acts as a set of standards that guide our conduct. Gives a sense of being right is wrong. 5.Conflict Resolver’s: different value system disparities. Choose blue over brown.

Question 75

6th is Emotional Intelligence.

Answer 75

Feeling sorry for disciplining a employee. Or we feel angry. Depressed, threatened, when we experience unfair personnel practices. 7:Thought Provokers: enhancing ones job knowledge.?8: Motivators : 9:Attitudes: second MOST important decision you make on a daily basis is the choice of your attitude , the dirt is your character! Attitude change is important for 4 reasons. 1. Attitudes can be found in every aspect of police work. 2. Attitudes influence behavoir a great deal. Much how we behave at work is governed by how we feel about things. 3. Bad attiutudes on the job cause problems. Poor job attitude can be reflected in subsequent poor performance, complaints, absentteeism, turnover. 4 When an employee is expressing negative, carping, malcontented opinions, the typical response is that officer X has a bad attitude, when in effect the officer is voicing a Value Issue.

10. CHARACTER AND COMPETENCE: In fact when people describe your character or your set of competencies, they are most apt to first mention your signature strengths. Your values and that special subset that serves as your ethics shape and guide your strengths in every complex role you play in life, ranging from parent to friend to police sgt.

Question 76

Community Oriented Policing Services = Values COP.

Answer 76

COP is truly is VALUE ORIENTED Policing..

Question 77

Your character and competency are most often described in terms of your______.

Answer 77

Strengths.

Question 78

Clarity.. Strength Two. Involves clear communication , clear vision and a clear strategy.

Answer 78

is the antidote to anxiety and thus clarity is a core strength of a strength based leader. If you do nothing else as a leader , be CLEAR.

Question 79

Charter 4 Integrity.

Answer 79

Having integrity means that you have the willpower and habits to turn tough choices into easy ones.

Question 80

Ethical Values must include action and purpose. Something you really care about and pursuing on a daily basis.

Answer 80

Once’s integrity depends on a moral compass that consists of values that are virtuous — ethical values. Is what we stand for!

Question 81

When examining the ethic programs of police departments, bear in mind that there are 3 different Approaches to Integrity. Ethical challenges. 3 different approaches..

Answer 81

1.Neglect or the absence of any formal ethical programs. 2.Compliance Based Programs. Based on rules and regulations with the goal of punishing legal violations. The centerpiece is a comprehensive collection of regulations that spell out a universal code of police ethics. The Code lays out rules for hiring practices, travel expenses, gifts, compliance with local laws. Do and don’ts for people to follow. 3.Values- Oriented Programs. Relies on identifying ethical principles. Each police agency must develop its own core ethical values.

Question 82

6 pillars of character that define for us our moral duties and virtues.

Answer 82

1.Trustworthiness. Is important ethical value because it encompasses 4 separate ethical values , honesty, integrity , promise keeping and loyalty. 2.Respect: treat all with respect, privacy and dignity.3. Responsibility : an ethical concept that embodies 3 separate values. Accountability, salt restraint, and pursuit of excellence. 4.Fairness:is one of the MOST elusive ethical values , people disagree on what is fair.5. Caring:6. Civic Virtue and Citizenship. Overall public good.

Question 83

An agency that wants to strengthen its ethical cultural hires for character and trains for skills..

Answer 83

Takes background checks serious.

Question 84

2 basic laws of supervision are?

Answer 84

Whatever you allow you encourage and whatever employees will do for you they will do to you.

Question 85

No matter how much a good police supervisor does, he will be judged by his last- worst decision.

Moral Grit is what? is tested everyday, being honest at the risk of disapproval,, lost income, or a maimed career.

Answer 85

True .

A public office job of a sgt is at once a public trust.

Ethical decision making requires an alert and tested conscious. It requires the WILLPOWER to put down self deception and rationalization.It takes GRIT to risk disapproval of others and the loss of power and prestige.Finally, it requires the capacity to evaluate compex or confusing facts and anticipate likely consequences under all kinds of countervailing pressures.

Question 86

When faced with a choice that has ethical barbs, ask the following benchmark questions of yourself and involved teammates.

Answer 86

1, will the decision I make violate the rights or goodwill of others. 2. What is my personal motive and spirit behind my choice. 3. Will it add to or detract from my integrity. 4. If I were asked to explain my decision in public , would I do so with solid reason. 5. Even of what I do isn’t illegal , is it violating someone’s trust. 6. Does what I do Demean another’s integrity. 7. If if we’re done to me would I approve or be offended. 8. What are the basic principles that govern my actions and decisions.

9. When I’m in doubt, whom do i go check my decision.?
10. Will my decision give other people any reason to distrust me?
11. Will my choice build the credibility of my career or profession?

Question 87

Chapter 5 VISION. Define

Answer 87

A vision is a sincere belief in what you see, an abiding hope in your signature strengths to pursue it and a deep conviction that is both right and good.

Question 88

Two approaches to vision thinking.

Answer 88

Approach 1: Top Down. Since 1980 many police managers have created vision driven mission statement and strategic plans and worked hard to communicate them down to employees.. There are 2 inherent downsides with the top down approach ::: Ownership and Implementation. Top down vision is used to define a set of values to be lived. Approach 2: Bottom up..moving from approach 1 to 2 hinges on SHARED ownership and accountability.

Question 89

Unless a vision has a SHARED beginning and ending , it will be ignored and lofty set of well intentioned values and purposes that fail to materialize..

Answer 89

True.

Question 90

4 reasons police agency’s are pursuing clarity?

Answer 90

1. Whom do we serve?
2. What are our core strengths?
3. What is our core score?
4. What actions can we take today?

Question 91

Vision

When you create a vision for a police agency, a work unit, or yourself, there are at least 3 hurdles.

1. Vision: An image of our desired furture. A vision is a model of teh virtue you seek to create, as if it were happeing now.
2. Value and Ethics: What we are doing to get where we want to go.
3. Purposes: What the police department is here to do?

Answer 91

Represents practical thinking about Why were here (purpose) and Where we should be headed. What are we here to do together? Value and ethics what are we doing to get there.

Question 92

Strategic thinking consists of 3 interlocking steps.

Answer 92

Step 1: Recognizing insight. In others and yourself characteristics that insightful strength based leaders. Prefer tackling problems , spend more concentrating, like to read, mediation , entertain new ideas. They usually think of more ideas rapidly.

Question 93

Step 2 Asking the right questions.

Answer 93

Resistance to and avoidance of change . Dependent on rules and conformance. Fear and self doubt. Fixation on logic and hard data. Black and white viewpoints. Narrow minded dedication to practicality and efficiency… 5 ways to help free up your creativity and be innovative in your role as a leader. 1- Creativity Training. 2 one new idea a day. 3-Out of the box thinking. 4- make the obvious strange. 5 Push the artist , restrain the judge.

Question 94

Step 3 Structure. Logical structure consists of 3 Phases.

Answer 94

A diagnosis A guiding policy. And 3rd Coherent Action.

Question 95

Here’s how to spot bad strategy. Look for …..

Answer 95

1- a scrambled extensive list of things to do , often labeled long term is added so that nothing is urgent. 2- Blue sky .. To improve team communications . 3- An active avoidance of tough painful choices among competing values. 4- Template style leadership. Which is filing in the blanks, with lofty vision. 5- Lot of Positivity. Will overcome any adversity and or uncertainty.

Question 96

Real goals usually are not stated but actually provide more guidance. Stated goals are official statement of what an organization says and what it wants various public’s to believe are its objectives.

Answer 96

A strength based leader is able to articulate the real goals of the department. This person understands the departments vision and is able to clearly communicate to his staff.

Question 97

Predicting trends is different from spotting them after they have surfaced.. , once you spot a trend on the move you are able to anticipate its consequences for you as a leader.

Answer 97

Anticipation occurs when we become conscious of the coincidences in our lives.

Question 98

Ten Trends: 1, career path civilians 2-Hi tech and low touch 3 Ethical dilemmas

Answer 98

4 Homeland security. 5 Community Oriented Policing -Generation2. 6, service evaluations. 7 Pension Envy. 8, Smile you are on candid camera. 9 Cybercrime. 10, put a cop in the dot. Compstat.

Question 99

The bottom up approach to conceiving a departmental vision depends on ____ ownership.

Answer 99

Shared

Question 100

In the US 3 types of employees ..

Answer 100

30% engaged, 54% not engaged, and 16% actively disengaged. After 10 years drops to 20%.

Question 101

Chapter 6 Communications! Everything you do as a police supervisor involves

STRENGTH 3 IS ENGAGEMENT!

Answer 101

Communicating. Trust depends on communication Communication is our MOST important and learn able human skill.

Question 102

Why do we communicate

Answer 102

To be a leader , To make decision.. To establish trust.

Question 103

What is communication.

Answer 103

Transfer of meaning between two or more people in order that , understanding will occur within police organization.

Question 104

Six dimensions of communications .

Answer 104

1.Perception. 2.Expectations 3.Demands 4.Information 5.Two-Way is good. 6.By example is much better and MOST convincing.

Question 105

Communication Channels and Directions. Supervisors communicate in 2 channels that flow in 3 different locations.

Answer 105

Formal Channels Informal Channels Directions are down , up and across /diagonal. Formal channels configured for downward and upward movement of info, is some across and diagonal . Formal message take a longtime to pass , restrict flow of ideas,cannot cover all info needs. Informal use all 4 directions equally.

Question 106

We know treat informal and personal communications as a supportive and frequently necessary process of effective functioning.

Answer 106

The more restricted the formal channels the greater the growth of informal ones.

Question 107

3 kinds of informal communication channels ???

Answer 107

Subformal channels carry those messages arising from the informal power structure that exist in every police organization. 2 Types of subformal communication: those that flow along formal channels but not as formal communications and those that flow along purely informal channels..

Question 108

The vast majority of communications in police organizations are ____

Answer 108

Subformal.. First the greater the degree of interdependence among activities within the department , the greater use of sub-formal channels. 2nd the more confusion about the performance measures of the department the greater the number and use of subformal channels. 3. when a police organization is operating under the pressure of time it uses subformal. 4, if the divisions of a police department are in strong competition they tend to avoid subformal and communicate only formally. 5, subformal communications channels are used more frequently if departmental members have stable relationships with one a other.

Question 109

Personal Task Directed.

Answer 109

Occurs when an employee deliberately reveals something of his or her own attitude toward the activities of the agency. 1st, task directed personal channels are nearly always used for informing rather than directing. 2. He or she verifies the info through personal channels, they verify through either channels . 3, this channel moves with incredible speed 4. Because personal task directed messages are transmitted by personnel acting as individuals that don’t bear the weight of the position emitting them.

Question 110

Personal non task directed

Answer 110

This channel may on occasion handle information far more valuable to the achievement of organizational goals than does any other channel, including the formal ones. Example sgt learning of his employee that is unhappy.

Question 111

Downward Communications. 5 types from supervisor to staff.

Answer 111

Job instructions. Specific task directives. Direct orders, training sessions , training materials, written directives. Job Rationale: info needed to produce the understanding of the task and its relation to other organizational tasks. Procedure and practices.informed about other duties about the being a cop and privileges. Feedback is necessary to ensure that the organization is operating correctly. Motivating the performer , evaluations. Organizational goals, lastly,has its purpose to implant values and goals in the PD.

Question 112

Size of the loop. Page 77.

Answer 112

Affects organizational morale and effectiveness.

Question 113

Upward communication there are 5 types from team members to a supervisor.

Answer 113

Info about his performance or grievances. Info about the performance and grievances of others. Feedback regarding organizational practices and polices. Feedback concerning what needs to be done and the means for doing it. Request for clarification about goals and the mission.

Question 114

Upward is tough.

Answer 114

The structure is tough. A lot of great info never reaches the top. Sgt less likely to listen. Info fed up the line is often used for control purposes. Scared to let supervisor know the real truth! Suggest. Assessment workshops , suggestion boxes, and command staff panels. Issues assessment workshops work well because all supervisors are involved not just one.

Question 115

Suggestion boxes great way to vent or complaint box. Or will be quickly ignored if legitimate issues are never addressed or even mentioned.

Answer 115

Open command staff panels ..conferences. Submit questions to command staff. Put them on the hot seat!

Question 116

4 reasons for assuring across and diagonal communications.

Answer 116

Teamwork: info necessary to ensure the sharing of best practices between units. Performance evaluations when supervisors are on the same page. Common problems: when root causes of a police problem will go undetected. Feedback on individual needs:. Most of us want to know what others think about our efforts. ProfessiOnal guidances. The sharing of information among police units increases the probability that the various teams are acting I. Concert with approved service values and quality standards.

Question 117

A tremendous hang up in horizontal communications occurs when people overvalue peer communication and neglect those below them. Sgt to sgts or LTs just to LTs.

Answer 117

A balance

Question 118

How we communicate 4 ways.

Answer 118

Orally Advantages are speed and feedback. Disadvantage is when it is passed through a number of people. Greater for distortion . 2nd..Written:memos letters, bulletin boards. Advantages are permanent, tangible, and verifiable. Both sender and receiver have a record of the communication. Can be stored, well thought out, logical and clear.. Disadvantages: Time Consuming and a lack of feedback.

Question 119

Six basic characteristics of a well written report. It is ___

Answer 119

1, Accurate. 2 clear 3 Complete: who what when where why and how. 4, Concise 5 Factual. 6 Objectives. Are not influenced by emotion personal prejudice or personal opinion.

Question 120

Non verbal communications.

Answer 120

Most well known areas are body language and verbal intonations. How we use the voice to emphasize words or phrases.

Question 121

Electronic communications.

Answer 121

The pc. High tech. Text messages. Can be bad since we aren’t talking face to face.

Question 122

Under Oral Communication. Spoke messages are of 3 varieties.

Answer 122

1 interpersonal communications. Most frequent most reliable . And can see non verbal cues. Meetings.group interactions. Exchanges take place quickly. StimulAted to new ideas. Difficulties of face to face. Get members to attend meeting . Routine and Ad Hoc meetings . AD HOC triggered by an event or problems. Telephone conversations. The first 30 seconds will determine the next hour for leaders.

Question 123

To be sure the written word can sometimes be effective in motivating people . But the spoken word is by far the MOST powerful form of communication between a Sgt and his team.

Answer 123

Speak to them in person!!

Question 124

3 main reasons why we communicate with one another.

Answer 124

To be a leader. To make decisions. To establish trust.

Question 125

Most supervisors are terrible listeners

Answer 125

Most prefer to talk than listen.

Question 126

Artful listening also means

Answer 126

When to stop listening and make a decision to tackle a problem , delegate it, or do nothing at all.

Question 127

To be an artful listener you must develop and use six listening approaches . First and foremost is

Answer 127

Empathic listening. The key to influencing another person is first to gain an understanding of that person. You must know your staff to influence them. Is important under 3 conditions. When the interaction has a strong emotional component. When we are not sure that we understand . When we are not sure the other person feels confident that we understand .

Question 128

3 techniques will assist you in listening with an empathetic ear!!

Answer 128

1:Listen with the eyes. 2. Develop a win win attitude , requires a nexus of courage and consideration. The MOST vital part of empathic listening. 3, Now be understood. Once we understand , we can then proceed to be understood.

Question 129

2 is Appreciative Listening.

Answer 129

Seeks to enjoy the transaction by looking for the positive reasons and emotions within and around it. Best used to get to know people. Conveys a sincere interest in what is being said.

Question 130

3 : Comprehensive Listening.

Answer 130

Hearing the overall message that which may not be spoken. Requires 2 way communication. The so called BIG PICTURE is clarified for both parties.

Question 131

4 Factual Listening.

Answer 131

All parties agree on all facts in the transactions. Double checks details , ensure no mistakes due to overlook mistakes.

Question 132

5 Evaluative Listening…

Answer 132

Occurs when it is time to decide on a course of action.

Question 133

6 Feedback:

Answer 133

Can come out in a positive or negative way but it is designed to improve receiver. Positive experience for both parties. Should be the Breakfast of Champions when the following 3 steps are taken. 1. Observation .. describe the event that occurred to the reason for the feedback. 2. Outcome: was it a job well done or you disappointed us. 3. A request:: ask how should things look into the future. Make every effort to steer clear of the transaction being experienced as a complaint.

Question 134

Communication Overload. The more info there is the more difficult it is for communication to succeed. Everybody has a saturation point. The volume of messages in a police agency is determined by 7 basic factors.

Answer 134

Total number of members in a work unit. 2. Nature of communications networks . 3: controlling when and whom messages are sent. 4. Degree of interdependence among the organization various activities. 5. The speed with which relevant changes occur in its environment 6. Search mechanisms and procedures used by the agency to investigate its environment. 7. Amount and type of communications. Cell phones for everybody.

Question 135

Sgts can combat info overloads in several ways.1-5.

Answer 135

1. They can slow down their handing of messages w/o changing the organization network structure. 2. Second, they can change the transmission rules so that their team screens out more info before sending it. 3. They can add more channels to the existing network to accommodate the same quality of messages in the same period. More expensive. 4. They can relate tasks within the department so that those units with the highest message traffic are grouped together within the overall communications system. Reduces the volume of messages sent. 5. They can press to improve the quality of the messages in order to reduce the time needed for receiving , composing and transmitting .

Question 136

Infotech abuse.

Answer 136

Use infotech as necessary but remember it is not leadership. The volume of messages received and sent by supervisors affects their performance. Too many is as harmful as not enough.

Question 137

The barriers to improve understanding within a police agency are constructed out of .

Answer 137

1 our failure to listen actively, 2 communication overload , 3. Infotech abuse, 4. Employee diversity.

Question 138

Chapter 7 Empowerment.

Answer 138

Is a relationship,, that is embedded in trust. Is a CURE ALL for job dissatisfaction, low morale, employee inefficiency, poor performance.

Question 139

Empowerment is enabling decision making in others . It is encouraging those who are affected by it to input their ideas and aspirations.

Answer 139

All or none. Misunderstanding. Pay Believing. Ducking Really Open up.

Question 140

The E Formula : D+P+C = Empowerment ———— T 4 ingredients powering Empowerment are

Answer 140

Participation . Delegation. Capitalizing And Trust. The first 3 are dependent on the foundational value of trust. Trust is a moral duty not a means to an end. Involves setting up a Trust Bank Account (TBA) with the other person. Each trust worthy Action on your part is a deposit and each untrustworthy action is a withdrawal.

Question 141

7 major deposits that build an TBA.

Answer 141

Understanding the person. Is the Most Important deposit you can make and is the KEY to every other deposit. 2. Little things means a lot. The Big things are the little things. 3. Clarifying Expectations. Is important to discuss and clarify. Get them on the table . 4. Demonstrating Loyalty. Expressing loyalty to those not present is a different matter. Those you interact with is easy. 5. Apologizing for TBA Withdrawals.Sincere apologies make deposits. Don’t admit your mistakes isn’t good. 6. Really caring. About employees know their names .. 7. Displaying Personal Integrity. Includes being honest.

Question 142

3 steps in apologizing

Answer 142

Describe what you did wrong. 2. Say you’re sorry. 3. Tell them you will never do it again

Question 143

The main difference between delegation And Empowerment is that without delegation an organization can’t function, while without Empowerment an organization can function - but not very well.

Answer 143

Yes, but when you delegate , you are always delegating one thing for certain —- Uncertainty

Question 144

Pitfalls for not really letting go.

Answer 144

You sap your time. Get buried in trivia, belittle your staff, staff becomes disengaged, staff either avoids your assurance or seeks it too frequently. Dissatisfaction with their jobs.

Question 145

Police supervision is shifting the fulcrum over to achieve 1:10 or 1:50 or 1:100.

Answer 145

Strength based leadership is effective delegation.

Question 146

4 parties benefit from Appropriate delegation.

Answer 146

1: there is the community. 2: the organization itself harvests the wealth of brainpower that exists within its ranks. 3. You benefit as a strengths based leader because you are building motivation for getting job done , increasing mutual trust between yourself and your officers. Enhancing the officers job skills and knowledge. Encouraging a feeling of ownership, and MoST Important Leveraging your power to provide quality police services. 4. Your staff benefits by becoming more engaged in their work, trusting , professional , competent, self confident, capable of producing top notch police work(Most Important.)

Question 147

Some issues you are apt to encounter when you delegate.

Answer 147

You must trust the person. All employees should receive regular feedback Know the values and needs of each employee . Establish high standards that demand of everyone’s uniformly.

Question 148

4 types of delegation .or ways

Answer 148

Stewardship. Only one that promotes! Concentrates on results instead of methods. 100% responsible for results. It involves commitment regarding expectations in five areas. 1: desired results , what needs to be accomplished . 2: Turf, identify the boundaries within which the person must function. 3: Resources: identify the various resources the staff mender can use to obtain the preferred outcomes. 4. Accountability: 5: Consequences.Positive rewards and negative reprimand.

Question 149

Gofer Delegation.

Answer 149

Don’t have to think at all. Routine assigned work.

Question 150

Delegation Dump.

Answer 150

Give one of your staff all your work or over all the team. Viewed as lazy and incompetent.

Question 151

Micromanagement .

Answer 151

Sgt believes that he has more technical expertise Than any subordinate..knows at all times What is going on in the department. Is able to solve any problem that comes up. Has a malcontent employee or misfit who needs special constraints. If cop is lazy, lacks commitment then you have to micromanage the person.

Question 152

Participation.

Answer 152

In others, you listen, you learn, and much more likely to make a accurate decision.

Question 153

Why participation pays off.

Answer 153

Generate a lot of ideas. Participation makes other believe that you really care about their welfare. Increased commitment causes increase productivity. Fosters a sense of homework.

Question 154

Reasons not to encourage your staff to get involved in the decision making process.

Answer 154

It takes time to participate to listen to right or nine people. You may experience a sense of frustration with ideas they refute yours. May be convinced of the correctness of their approach - the easy route - and thus opt for group consensus. Some may accuse you of manipulating or conning them. Explain your reason as a Sgt.

Question 155

Capitalization.

Answer 155

Best way to lead people in light of their vast array of differences is to identify exactly how each team member is unique. Then figure out how you can most effectively incorporate these differences into your action plan. Makes each employee more accountable. Bucks stronger team. Finally you expose creativity and dispose of group thinking ( The Herd Mentality).

Question 156

The starting point is your decision on how each employee unique talents and special abilities can be forged into peak performance. When not to Empower Page 102.

Answer 156

Those being empowered are not trained to do their jobs. You doubt their commitment . You do not agree with or understand the values and needs of an employee. 4. There is no conduit for open and candid feedback. 5. You simple don’t Trust the Person. If ONE or MORE of the above exist, forget Empowerment and remember you are accountable for the employees behavior.

Question 157

Being empowered drives job satisfaction, pushes positivity and helps you make the best choices.

Answer 157

Higher job satisfaction!

Question 158

Of the four factors comprising empowerment _____ is the most fundamental.

Answer 158

Trust.

Question 159

Strength 4 Well Being. Career Social. Financial. Physically Community.

Answer 159

Strength based leaders are part of and partners with well being and positivity.

Question 160

Chapter 8 Performance.

Answer 160

80% or more of your time will be spent on guiding the performance of others and of yourself .

Question 161

One key test of a police organization is its spirit of performance . It must be viral in 5 Baseline values.

Answer 161

Baseline 1: Nonnegotiable High Standards. establishment a habit of achievement..doesnt mean success every time. 2: Opportunities: to grow career wise. Rewards for good work. 3: Character : we turn to values , ethics, and vision. 4: Emotional Intelligence . Leaders set this. Success depends on how you do it. Understanding the powerful role of emotions separates the leaders from the supervisors. 5: Teamwork: leading by objectives , setting objectives, evaluating performance, designing and implementing a personnel evaluation system.

Question 162

Leading by Objectives. ABC process. (LBO)

Answer 162

A : sets a course of desired direction- The Objective . B: Engages the person to proceed in that direction - The Result. C: Promotes self control via feedback.

Question 163

The setting of objectives input by the employee, leader , and top bosses. LBO is empowerment at it s best.Process consist of 7 steps.

Answer 163

1: identify the issues. This is the Most Difficult part of the entire process. Sgt has Too many roles from the Chief and school, projects etc.. Step 2: Specific Statement. Sgt should concentrate on the statement of the objective. 3: Optional Strategies: Leader develops as many options as possible to tackle the issue. Includes values , time, money, personnel, tradition , skill, politics , customs.

Question 164

Step4 : Selection of an option.

Answer 164

Leader is ready to select the best option and implement it. Isn’t always the most feasible. Step5 Implementation. Know what individuals will be affected and how , and what option will be exercised. Leader will have a battle plan. Step6 Feedback. Means communicating the results of the objective setting process back to all those who participated in it. Done in order.

Question 165

Employee Performance Evaluations.

Answer 165

Must serve many purposes and is complex. So many factors influence performance. A great number of ethical and emotional charges issues arise when performance is evaluated .

Question 166

Job Related = Job Analysis. All the frustrations to which Police leaders point when performed is reviewed by 2 terms.

Answer 166

Reliability. And Validity. Job Analysis consists of researching the job and what the job calls for in employee behavior. Procedure for gathering the judgments of people, positions within and who are knowledgeable about the organization.

Question 167

Rater and Rating Errors.4 common types. Occur in the Rater or in the process itself.

Answer 167

Halo Errors. Sgt incorrectly treats 2 or more dimensions of performance as if they we’re identical or highly correlated. Ex. Report writing superior and sgt accidentally assigns the same high mark to Personal Appearance. 2: strictness Errors. Rates ALL employees as very poor performers. Low end of the scale. 3:Leniency Errors: opposite of strictness. Mistakenly gives All Employees high Marks. High End Of the Scale. 4: Central Tendency Errors. Similar to leniency and Strictness Errors.. Except the ratings cluster artificially at the middle of the scale.

Question 168

Designing and Implementing A Personnel Evaluation System. 13 steps are a better way to assess police personnel.

Answer 168

1: Job analysis: what is to be evaluated. In depth job analysis. 2: Multiple Raters: Enhanced Objectivity. Improved clarity. 3: The Raters: citizens , to sgts, to subordinates, person being evaluated. 4: Trained Raters. There is NO training. 5: Rating the Raters: Rating the sgts. 6: A Rating Manual. Is a Must. 7: Significant (critical ) incidents a database. Document. The Significant Incident Technique (SIT)involves recording the officer highly important behavior. 2 or 3 per week 8: Feedback: Is the breakfast of Champions . Positive and negative . let’s discuss this officer 9: Leading by Objective. 2 way Channel. 10. Making mission statements happen. Increase the likelihood that it will be practiced and not just preached. 11. Avoiding mistakes. Why evaluations fail? No face to face discussion. No preparation by either party. Little identification of actual performance problems. Sgts concerned only with bad performance. Little communication about performance during the year. No follow up effort afterward. Only once a year not ongoing process. 12. Employee preparation ? Biggest accomplishment , where did you not perform, as your sgt how can I help. 13: self appraisal as a rater. How to be a better leader. Did I set up two way communication . Did employee understand bad areas. Employee receptive to my suggestions. Did I concentrate on behaviors and avoid personality factors. Interview open new lines of communication. What must I do to follow up next year. What will I do to motivate the employee to improve performance.

Question 169

Problem Employees . Make up just 5% of a PD. Drain a leaders time.

Answer 169

Opt to discover that 80% of your time is directed toward 20% of your staff 80:20 rule.

Question 170

Categorized wayward employees as Malcontented.Deserve to be Micromanaged.

Answer 170

Is the most common type of all problem employees and the most difficult to correct Page 123. They can poison a team morale. How to help them ..Tell them you are trying to help with good intentions. I’m interested in what’s bothering you. You must give the malcontents very opportunity to help themselves.

Question 171

Ten things to do!! 1. Listen patiently to what the employee has to say before making any comment. 2. Refrain from criticizing or offering hasty advise . 3. Never argue with employee while in process of counseling. 4. See if they are trying to tell you something deeper. Prove beyond words. 5: recognize what you are counseling for. Don’t look for immediate results . Don’t mix with discipline. 6. Multiple sessions may be necessary.

Answer 171

7: After 2 counseling doesn’t work consult your supervisors. 8: Look at your task as a fact finding one. , just as in handling grievances. 9. Know your own limits in this situation. You aren’t a Doctor. 10.If all else fails , you can still use discipline or seek psychological assistance.

Question 172

Problem Employee 2: ProfessiOnal Misconduct. Range from physical to verbal abuse of a citizen. Violating the law and GO’s. Sexual harassment is one example of professional misconduct and moral misconduct. Most complex. 30% or more are female in the PD. 1 in 5 by 2015.

Answer 172

Compliance U.S. Supreme Court Meritor savings bank vs Vinson. 1986.

Question 173

Problem Employee 3: Criminal Misconduct.

Answer 173

Personal gain, protect criminals. Issue 2 Citizen Complaints. Phase 1 : Receipt of a Complaint. Phase 2 : Investigation. Sgt should receive training in investigating internal discipline. Phase 3: Adjudication. Oral , written, etc.. Process.. Most complaints can be resolved by Listening. Actively listening . . Express concerns along with an apology and address the situation.

Question 174

Chapter 9 Time.

Answer 174

Time management is in reality self management . Self Control, not time management is a vital signature strength. The greatest of all birth gifts is Choice. Time : the measured or measurable period during which an action , process, or condition exist or continues.

Question 175

Time and productivity are linked. Pay attention to both factors.

Answer 175

But time management is the basis of highly productive police leaders. All police leaders equate time out to Leisure Time. Desperate need for time out. Will greatly enhance creativity , happiness, and vitality in all aspects of our personal and professional lives. Personal choice . Leisure comes from “to be permitted “.

Question 176

Slow decisions are usually better than fast ones. Shared or participative decision making procedures significantly better results.

Answer 176

Fast decisions impede empowerment. Depends on situation.

Question 177

4 Generations of time building . Each builds in the other. 1st Generation is characterized by notes and checklist. Recognizes demands made on our time.

Answer 177

2nd generation is calendars and appointments books. 3rd generation reflects the most prevalent form of time management. 4th generation recognizes that time management is misconstrued seeks preserving and enhancing relationships and results through teamwork.

Question 178

Time Management Matrix. Category 1-4.

Answer 178

1 is both fast and critical in Critical Activities. Habitual crisis people. Push, push faster faster. Task driven and aggressive. Experience stress and burnout. Putting out fires. Ex.of category 2 Teambuilding, prevention Conflicts.building relationships. .. 1 is shots fired , pressing problems, deadline projects. 3, is non critical activities. Open door, interruptions. , some calls ,emails, some reports is a (in basket)meetings, pressing matters, popular activities code 7. 4: Trivia, busy work, Email, phone calls, time wasted, Welles’s activities exercise. Those who most of our spend time in 3 and 4 lead basically irresponsible lives. Others spend time in 3 believing they are in category 1. Cat 2 is managing ourselfs.

Question 179

Just say NO. Page 139? Time wasters. Becoming a Category 2 Sgt is

Answer 179

To manage their life effectively from a center of sound principles , knowledge of their overall career and personal mission with a focus on the critical as well as the past.Cat 2 organizing requests you to complete five steps. 1. Produce your own mission statement. 2. Identify your roles. 3. Select your goals. 4.use weekly scheduling. Take action and be flexible.

Question 180

Step 2 Your Roles. Step 3 Your goals. Step 4 Your Schedule.

Answer 180

Step5 Action and Flexibility.

Question 181

Chapter 10 Happiness. Is good for you and everybody around you.

Answer 181

PERMA Positive emotions. Engagement. Positive relationships. Meaning . And positive Achievement. When working on each of these your happiness factor will spike.

Question 182

Accomplishment is the A in PERMA

Answer 182

Ones accomplishment is a formula of skill x effort. Effort is time spent on a task and practice it. Strength based leaders are Made not Born.

Question 183

Psychological fit . The Biology of Optimism. Contributing. The giver is emotionally rewarded 3 times more than the receiver of the gift, benefit, or positive stroke. Smiling. Well being.

Answer 183

Involves PERMA.

Question 184

Wellbeing

Answer 184

Leadership is driven by WB the higher your WB the better your performance as a leader.

Question 185

WEll Being. Five universal domains that differentiate a thriving life from one spent drifting or suffering. Career

Answer 185

Career!! According to the 2008 Economic journal people with higher career WB are more than 2 times as likely to thrive in life overall. 66% can’t wait for the bell to ring. If manager ignores u ,40% you are filed with hostility. If Manager is paying attention, even if focused on weaknesses , the chances of you being activity disengaged go down to 22%. But if manager is focused on your strengths , the chance of you being disengaged is 1%.

Question 186

2. Social. Lots of stats???

Answer 186

We need 6 hours of social time.increases our WB well being. Increase recognition, gratitude, and appreciation of others. Annual team building. Mix social time with physical activities.

Question 187

3. Financial. A ton of stats!

Answer 187

We spend the most when we feel the worst.

Question 188

Physical .

Answer 188

Having less than 5 hours of sleep per night seven days a week is Ike having a .10%

Question 189

5. Community WB. Findings.

Answer 189

Donating money results in greater return in WB. MRI shows regions of the Brain glow even brighter when we give money. Healthy people who have good WB are less risk for death from all causes.

Question 190

Happiness = PARMA.

Answer 190

P= Positive Emotions. E= Engagement.if you love your work you never have to work another day of your life. Frequently referred as flow. Occurs when your key strengths are deployed to meet the highest challenges that come your way. Engaged in your job.

Question 191

PARMA R= Relationship..

Answer 191

Social relationship are the best predictors of happiness , high performance , and teamwork. Is also a prime reason for achievement in police work. The more team members invest in their social networking , the better the results of their work. The vertical couple. Boss :employee relationship. Single most vital social bond you can cultivate at work. In fact the more a sgt ignores the power of social investment, the more he undermines both his department performance as his or hers own performance as a potential strength based leader. Being There is Time Commitment, team meals, team meetings time for fun.

Question 192

PARMA M= Meaning. Make police work meaningful. As humans we require a sense of meaning in order to thrive.

Answer 192

The more we can say Yes to our meaning as a leader , the more we can say yes to our WB as a leader.

Question 193

PARMA= A= Accomplishment.

Answer 193

For WB two things must be involved 1. That it be positive accomplishment and 2 that it can be measured . Willpower, plus self control, plus persistence, make the big difference in getting what you want. In a word this is GRIT.

Question 194

Studies found that leaders are usually well above average in

Answer 194

Well being , optimism, resiliency Happiness..

Question 195

What is not part of PARMA?

Answer 195

Positive emotions, empowerment, positive relationships , engagement. Answer is Empowerment. 5 Elements to foster in our well being..meaning, positive achievement , positive emotions, engagement, positive relationship.s

Question 196

Life’s 5 domains.

Answer 196

Career. Social. Financial. Physical. Community.

Question 197

Strength 5 is Self Control page 165. Chapter 11 Stress.

Answer 197

Makes up strength base leaders are admired for their self control.

Question 198

Strength based leaders are responsible for preventing stress from attacking your vitality and vitality of your staff.

Answer 198

Stress is a normal human response. Is a central part of human condition Stress is a demand on us to change. How we handle stress determines whether it is harmful (distress) or helpful (vitality.)

Question 199

The response to stress involves a three fold consisting of

Answer 199

1: the direct effect of the stressor in the body. 2: Internal Responses that stimulate tissue defense or help to destroy damaging substances. 3: internal responses that cause tissue surrender by inhibiting unnecessary or excessive defense.

Question 200

Most medical textbooks attribute anywhere from

Answer 200

50% to 80% of all disease to stress related origins.

Question 201

Studies indicate that under conditions of moderate stress , people are sufficiently engaged to motivate them to higher levels of performance.

Answer 201

Stress, in a reasonable amounts acts as a stimulus for individual vitality.

Question 202

Stressors comes From 3 sources. Personal Environmental Organizational or social.

Answer 202

Personal inner stresses.Belong to 2 categories our emotions and our pier base. Emotions: negative Depression Fear Guilt Failure Anger Power can suggest oppression or some type of negative action. It can be a positive force for good.

Question 203

Environmental.

Answer 203

Labeled as technological , economic, or political!

Question 204

Organizational and social

Answer 204

Stressors are too much, too little, uncertain conditions and problem personalities. 2 types of input overload or hyper stress.Quantitive input result of Simple demands. Can cause health problems.Too many memos, phone calls etc.. Qualitative input overload is a result of complexity and limited time. Less time to do tasks.or too complex.

Question 205

Low level of mental and physical activity can cause.

Answer 205

Hypostress.is cause led by quantitive and qualitative input overloads. Period of nothingness is expericence one may be confronted with hypostress. Can be either good or bad as well. Uncertain Conditions: sgt makes decisions under above average conditions of uncertainty. Experiences nonroutine , high risk, or nonprogrammable decision making. Problem personalities. Typically one or 2 in a group.

Question 206

4 major dimensions to stress or change.

Answer 206

Hyper stress.. too much. Hypostress too little Eustress. Favorable or positive changes. Distress Unfavorable or negative changes. Coping mechanisms are divided into 2 basic categories Subconscious and the conscious. Subconscious developed through are formative years, when we learn to rely on one or more of them. The conscious coping techniques are those that we can intentionally learn and practice to more successfully deal with stress.

Question 207

Resilience : 5 strategies for dealing with Poststress Events.used after a stressful event.

Answer 207

Strategy 1 : Supportive Relationship. Helpful people , give and take , positive strokes, stay away from folks.

Question 208

Strategy 2 Mental discipline. Keep it simple. Reduce task and complexity will help reduce stress. Handle problems one on one. Mind focusing. Exercises, meditative , w20 minutes a day. Meditate Comfort zone.allows us to feel our feelings!! .

Answer 208

Avoid 90-10 Trap. 90 Stands for 90% that happens during our day is good. Dwell in the bad of life. Most tend to focus on the bad which is around 10%.

Question 209

Strategy 3: Helping Others.

Answer 209

People need compassion more than advise even good and correct advise. Hard to say something after a distressful event. Be there : Seeking out the unfortunate person is the First and Most Important step you can take in your responsibility to help a coworker through a bad situation. You mere presence will be comforting and encouraging to the person grieving. Listen Carefully. Empathetic listening is best. Sorry how can I help , sorry what happened to u. Brewing reasonably angry is okay. Who’s to blame for all this mess. Jealously why not you. Chronic depression. If above remedies don’t work or lessen the burden then see a doctor.

Question 210

Strategy 4: the three Rs. Reading for fun and enjoyment. Relaxation as a voluntary control of stress. Recreation as a release and as a revitalizer.

Answer 210

Strategy 5: Altruistic Egoism. Eliciting the support and goodwill of others is a key ingredient in the practice of this. Is looking out for yourself but in a altogether different time frame of reference than you might initially suspect. Earning Benevolence.dont be alone, learn to trust others.

Question 211

Stress is a demand on us to

Answer 211

Change.

Question 212

CSF is Comprehensive Soldier Fitness. Divided into 3 parts.

Answer 212

Building mental toughness, building strengths, building strong relationships.

Question 213

Strength 6 is Teamwork. Chapter 12 Willpower.

Answer 213

Except for integrity , there is no better predictor of a leaders success than Self Control. Self control is a fundamental strength and is key to well being life. Leaders scoring HIGH in self control were rated more favorable by their staff , Peers.

Question 214

We use willpower to exercise self control of our Thoughts Emotions Impulses Performance. Focus on one project at a time.

Answer 214

First keep your glucose up especially when you are physically or mentally stressed. 2 sugar spikes are dangerous because it follow a crash. 3rd. To maintain a steady self control you are better off eating food with low glycemic index , veggies, nuts, cheese , fish. 4. When you are sick save your glucose 5. Sleeps deprivation impairs the processing of glucose, which produces negative consequences for self control.

Question 215

Decision Fatigue. Police managers who have poor glucose intakes , function with little sleep are unable to connect their activities with shard goals , have no action plan and fight decision fatigue with raw willpower. It takes a lot of willpower to make decisions.

Answer 215

Referred to as a “Cognitive Miser”, low willpower can cause a decision fatigue. Which means avoiding compromises.

Question 216

Habit : Step One- Set a goal. Another term for self control is self regulation. Having too many goals or conflicting goals .you worry a lot or ruminate , 2. You get less done , and 3, you generate negative emotions which breed depression.

Answer 216

Habit step 2 monitoring behavior. Second step in self control is monitoring our behavior by developing strategies , tactics, and technology to make us more aware. Self awareness, a process we compare ourselves to standards - self regulating standards. Without self awareness there is no self regulation . Complex blend of our DNA (50%), our circumstances (10%) and our choices (40%).

Question 217

Why versus How, why questions pushes the mind up to higher levels of thinking and a focus on the future. Tend to be broad and abstract , which adds muscle to willpower. How questions center on low levels of thinking with a focus on the present , they are narrow and concrete which weakens willpower.

Answer 217

Social support: being alone in the world is stressful. loners tend to have more of just about every kind of mental and physical illness than people with rich social networks. Purpose of a group is better .. studying together etc.

Question 218

Habit : Step 3 - Framework. 1: habits never really disappear . They’re encoded into the structure of our brain and that’s a high advantage for us. 2: our brain can’t tell the difference between the bad habits and the good ones. Bad habits don’t disappear. 3: unless you find new routines, the old pattern will unfold automatically.

Answer 218

Chunking: is a habit automatic routine , converting a sequence of actions into an automatic routine.

Question 219

The brains habit evolution is a 3 phase loop.

Answer 219

1. Cue- a trigger that tells the brain to display a specific habit. 2: Routine . Physical mental emotional. 3: Reward. Feedback did it work or not , is it worth remembering the future. Police leaders want to hire and retain people with good habits.

Question 220

Sgt can change his habit and his teams habit. There is framework which consists of 3 steps.

Answer 220

1: identify the routine. What is the routine that causes you to be late? 2: experiment with rewards, they are powerful they satisfy our cravings. To try and change , write down your thoughts or 3 words. Look for patterns. 3: isolate the cue. Almost all habitual cues fit into five categories . Location, time, Emotional state , other people. Immediately preceding action. If you are trying to find the cue for being late , and you feel the urge to procrastinate write down 5 things. Where are you , what time is it, what’s your emotional state. , who else is around , what action preceded the urge.

Question 221

Habit : Step 4- self control. Have a plan. Such plans are known for implementations intentions. Shift the behavior , the cue triggering it, and the routine itself. You can change to a better routine by planning for the cue and choosing a behavior that delivers the reward you are craving . Use willpower to change.

Answer 221

Will power 101. Lessons learned. If you lose your self control , you have lost your leadership as well.

Question 222

8 sections summarize what the scientific community has discovered and Leaders have proven about willpower and self control. Know your limits.watch your signs. Watch your signs. Things that bother u easily or. Flash of anger signs. Pick Your Fights not engaging , scam beyond the challenge and visualize your values. Is it really vital?

Answer 222

Effective life planning should budget your willpower. Don’t sweat the small stuff because bigger battles will await you. Make a to do list. The planning Non solution. Remember the basics. Rest on it and get some sleep. Order or neatness is a third and often neglected basic to boosting your willpower. The nothing Alternative .Great tool for procrastination ..set a rule , when to Check emails. Text messages or smart phones , have a timeline. Commitment to get the routine going, but once in place as a habit you’re destined to save a tons of energy over the long run.

Question 223

Record and Reward. Reward yourself take a vacation day after meeting your goals. The future of self control! We have Free Will, willpower. Self control, and habits. The more free will we have , the better off we and others are. Self control depends on 2 variables willpower and positive habits.

Answer 223

Willpower is the virtue that can make each of us a strength based leader.Inner discipline leads to outer kindness.

Question 224

Self awareness is a process whereby we compare ourselves to

Answer 224

Self regulating standards.

Question 225

Chapter 13 Team Leadership.

Answer 225

Team leadership Surfaces greater empowerment , engagement , and paths to success.

Question 226

Team work at the top. Why team leadership is on the rise.

Answer 226

1st.problems our police organizations face today are tougher than ever. Terrorism , gangs. Cybercrime budgets. 2. Supervisors now empowerment their staff to make decisions about the supervisors work. Lead by example. Bosses sharing a vision and a strategy.

Question 227

The Supervisor will tell you they want to be a leader . Many revert to their underlying beliefs about controls and direction. Agree leadership can be taught and learned.

Answer 227

Police supervisors want their officers to rely on them. Police supervisors begin to own their power and their successes. Reinforce that work accomplishment comes from great individual acts rather than teamwork. Usually theirs.. Are expected to choose service over self interest but seems the choice is rarely made. Attempt to recreate themselves in their people. Same styles etc..

Question 228

All police supervisors have authority, the right to command. Authority originates in your position.

Answer 228

True

Question 229

All 3: position, plus rewards, plus sanctions, provide you with authority.

Answer 229

When you exercise your authority you are attempting to influence the attitudes and behavior of others.

Question 230

Position

Answer 230

your position to command or influence the acts of others.

Question 231

Rewards

Answer 231

Your authority to reward is based on the right to control and administer rewards to others for compliance with the agency’s request or directives. Money, promotion or praise.

Question 232

Sanctions

Answer 232

Your authority to sanction is based on the right to control and administer punishment to others for noncompliance with the agencys request or directives. Reprimands or termination. Police agency as a voluntary organization. Well it is. Authority flows from the bottom up, you can quite being a cop anytime. Hmmm.

Question 233

Power

Answer 233

The agency gives them the right or the authority to command.With this right or authority comes influence. Power is person based as opposed to position based.

Question 234

Expertise.

Answer 234

A new sgt may have questions regarding the function of a piece of equipment , rather than asking LT he will ask another sgt.

Question 235

Example or Referent

Answer 235

Referent Power is based on a leadership as developed by ethics, vision, emotional intelligence, and teamwork. May also be based on a persons connection with another powerful individual.

Question 236

Power is the capacity to command, all police supervisors have it, not all police supervisors use it.

Answer 236

Hence, only some police supervisors are leaders.

Question 237

Formal and informal team leaders.

Answer 237

Not all police leaders have sgt’s strips or LT or captain bars. they are informal leaders. These people surface in all organization to fill a one time or ongoing need. Spanish speaking officer. The reasons for a informal leader’s emergence determine if it is helpful or harmful to the work team. They can be extremely useful to a supervisor if they act in concert with and support of the groups goals.

Question 238

Leadership is a relationship between two or more people in which one attempts to influence the other toward the attainment of goals.

Answer 238

The key to the concept of leadership is to look at it as an influence process.

Question 239

Managing Your Boss

Answer 239

At a minimum, you need to appreciate your boss’s goals and pressures, strengths and weaknesses and values Work style differences include the boss’s. 1 preferred way of receiving information. 2 Preferred method of making decisions. 3 degree/type of expectation. 4 amount of information required and 5 willingness to delegate.

Question 240

Team members.

Answer 240

Member isn’t synonymous with “subordinate” a team member of follower share a common purpose with the leader, believes in what the agency is trying to accomplish and wants both the leader and department to succeed.

Question 241

Team Loyalty.

Answer 241

Both team leaders and team members enter into a contract to pursue the common purpose within the context of their values. The loyalty of each is to achieve the purpose and to helping each other stay true to that purpose.

Question 242

Courageous Membership. If you want to be a courageous team member and if you want your team members to be the likewise, then you must do the following 5 things.

Answer 242

Assume Responsibility. Courageous team members assume responsibility for themselves and their PD. Always use We and not I or they. Work hard. Courageous team members say I’m going to work and not I have to work. They endorse their leaders and the tough decisions a leader must make if the PD is to fulfill its mission. Challenge. Courageous team members challenge bad ideas, poor conduct, and willing to stand up and stand out. They value their relationship with the team leader. Champion Change. Courageous team members recognize the need for change. They champion it and stay with the team leader and work team while they mutually struggle with the difficulties of real change. Separate. Know when it necessary to transfer to another team or flat out quite the department.

Question 243

To accomplish these 5 tasks, the first and most difficult to overcome is the existing command climate.

Answer 243

Some agencies have zero defect mentality. Climate comes from the top down and has chilling effects on team dynamics. Promotes group think, squelches original thought, to avoid personality accountability. change is tough when we are comfortable with what we know and getting beyond our comfort zone. We always strive for comfort.

Question 244

To become and remain a team leader, you have day to day think and live the following eight team building activities.

Answer 244

Accentuate the positive. Being negative can bring people down. Being positive helps. Know whats going on. Know what is going on in the team and individuals. Have a open door policy and how you react when someone walks through the door is more important. Being accessible means your people can talk to you. Get Attention Through Vision. Convinces others to get on board, leaders vision is magnetic. Winning coaches talk about clarity and what they want from their players, and so can police supervisors. First convey your vision to others, 2nd they must understand it. 3rd. the people must be convinced that the vision is of paramount importance. 4th. you have to pay close attention to the vision and use it as a transaction between yourself and your followers. If you understand your values, the values of your department, and the values of your profession then visioning is possible for you. Create Meaning through Communication. The know why occurs before the know how. To depend on the facts without thinking, may seem all right but in the long run could be dangerous because it lacks direction. Build Trust Through Integrity” Effective leaders must establish their integrity first and their vision and ideas second. Trust encompasses accountability, predictability, reliability, and integrity. to achieve there must be a mental or physical act. Something must happen that you trust me and vise versa. Involves at trust bank account TBA. You are on time all the time and TBA prospers. Takes a lot of deposits to build a strong TBA. Lying takes away from TBA. Only relentless dedication to integrity on the part of a police leader will engage in trust. The greater the integrity of the leader, the more one is able to trust her. If i know what you stand for, and believe in it, i will trust and follow you.

Question 245

Deploy Through Positive Self Regard. The higher you advance in a PD, the more interpersonal and relational the working environment is. Positive Self regard is a triangle…1 is Competence.

Answer 245

Competence is positive self regard in who you are and what you are really capable of. Recognizing your strengths and compensating for your weaknesses. Next step involves the constant nurturing of skills.Final step is evaluating the fit between your signature strengths and what the job requires. SIDE 2. Other Regard- those who have high regard for themselves typically have the same for others. Having positive self regard is contagious. Positive self and other regard encourage the development of five human abilities. The ability to accept individuals as they are, not as you would like them to be. This ability is fundamental to leading a culturally diverse workforce. The capacity to approach people and problems in relation to the present, rather that the past. The ability to deal with those who are close to you with the same active listening ear and courtesy that you give citizens. The ability to trust in another persons dedication and capabilities The ability to function w/o constant approval or even support from others. SIDE 3 Wallenda Factor: Team leaders don’t think about failure, they reject the concept. Failure to them is like learning to ski. Learn from their mistakes. Karl Wallenda was one of the premier high wire aerialist.

Question 246

The 3 sides of positive self-regard!

Answer 246

Your positive self regard is a direct tentative of Your Competence: you have what it takes and you know it. Your capacity: for instilling competence in others by having high other-regard for them. Your conviction: of a successful outcome. For team leadership to occur, there has to be a fusion of competence, capacity, and conviction.

Question 247

As a team leader you have to master organizational change-design, structure, and implementation. Team leaders are superb at anticipation.

Answer 247

There needs to be a clear connection between team leadership and the achievement of measurable results crime reduction for the PD.

Question 248

3 Big Mistakes a Team Leader Can Make.

Answer 248

1”Accountability 2. Credit 3. Group think. NOT ME::The WORST mistake a leader can make is ducking accountability or trying to blame others the leaders, TBA is zero. IT’S ME: second common trap is taking all or too much credit for a job well done. A team leader rarely takes credit. Pass on the credit for those who really did the work. Most good team leaders have strong character and positive self regard but they shouldn’t let their egos get in their way. GROUP THINK: Clear case of team work being carried to an unintended extreme and a causing a bad decisions. Is a shared reality that we are guilty of creating. Group think usually occurs when A team: is highly insulated with limited access to outside feedback. A team: is in a stressful decision-making context. A team: is exposed to intense external pressure.

Question 249

8 Symptoms of Group think

Answer 249

1. Illusion of invulnerability: Feeling of power and authority is important in any decision making team. If the team members believe that ANY decision they reach will therefore be successful, they have fallen prey to illusion of invulnerability. 2. Belief in a scared mandate.The protection of the teams image becomes more important that the accuracy of the judgement. They may defend a decision by pointing a to a moralistic code or philosophy for good of all. 3. Rationalization: In reaching a decision, it is normal and natural to downplay the drawbacks of a chosen course. Problem exist when legitimate objections exist within the work team, but they are not voiced due to perceived negative reactions to those raising objections to the team position. 4. Rejection of external groups: Police teams can fall prey to stereotyping other groups as troublemakers-as enemies. Don’t trust outsiders is the attitude in this case. 5. Self- Censorship- Most common form of censorship is that which we force on ourselves under the guise of group loyalty, team spirit or adherence to policy. 6: Direct Pressure:Team members are conditioned to keep opposing views to themselves. Urged not to believe in different views. 7. Mind Guards: in group think a phenomenon may surface to protect us from disturbing thoughts and ideas–a mind guard.The team has already made up its mind. 8. Illusion of unity: It is simply the sense of relief that an indecision has become a decision Drawbacks are downplayed.

Question 250

AVOIDING GROUP THINK PAGE 210. 5 THINGS.Fortunately, it is possible to spot the creeping causes of group think and thereby reduce a teams chances of being victimized by it. The police leader should

Answer 250

1. Maintain an open climate. Use open leadership style–free discussion, nonjudgmental attitudes, acceptance of divergent thinking. 2.Avoid group isolation: At times, it is valuable to bring in outsiders to assess the teams assumptions. In this way, the work team isn’t isolated with limited data and constrained choices. This is especially helpful with problem -oriented policing. 3. Assign critical evaluator : Each team member should be expected to question current practices and uncontested team assumptions. The team members are forced to reanalyze their facts and assumptions in area they are not familiar with. 4. Avoid being too directive. The MOST important single step a supervisor can take is to avoid being too directive in decision making. Have a team try and run a meeting in their absence. This can serve to break routine, thereby automatically changing the rules and jump start creative juices flowing. 5. Remember the silence may mean disagreement, not consent.Rather consider silence as possible signaling disagreement with proposed team action. An open climate can avoid this dangerous trap. Group think masquerades itself as teamwork. It is seductive, contagious, and will destroy team leadership.

Question 251

In the long run, the most difficult part of building a diverse team of police officers ..

Answer 251

Is integrating people whose interests, values, intellect, and moral principles cover a wide spectrum and are not simply cookie-cutter reflections of the sgt.

Question 252

Chapter 14 COPS AND POP Page 212.

Answer 252

Community oriented policing services and Problem Oriented Policing.

Question 253

COPS is a strategy for forging a partnership between a PD and its community, COPS gives a destination

Answer 253

POP is a set of tactics for making it work.POP provides a path to get there.

Question 254

CRIME CONTROL: RELIES ON 5 TOPICS.

Answer 254

1. patrol 2. rapid response to calls for service. 3. technology. 4. follow up investigations of crimes. 5. Performance measurements.

Question 255

Improved crime control can be achieved by.

Answer 255

1.Diagnosing and focusing on problems in the specific community that produces specific crimes. 2. Building self defense capabilities within the community itself and 3.implementing real time, anticipatory COMPSTAT technology.

Question 256

COPS is not merely a matter of budget dollars, it is a matter of

Answer 256

Philosophy, leadership style, and structure. Requires a greater degree of decentralization. It depends more on the initiative of the officers, since they have to reach out for a closer relationship with the community. We can’t fight crime alone need help from the community. Partner with the community. COPS require 3 to 5 years before significant results can be measured.

Question 257

WHO BENEFITS FROM COPS? THE COMMUNITY.

Answer 257

A commitment to crime prevention, cops strive to prevent crime and disorder. Public scrutiny of police operations.. citizens are more connected to the police, how we work. Accountability to the public..Officers are more accountable to the public. Customized police service. more cops in a area problems. Community Organization: The degree to which the community is involved in police efforts to evaluate neighborhood problems. Shared Responsibility. citizens develop a sense of shared responsibility. Greater job satisfaction. Because officers are able to resolve issues within a reasonable amount of time, they see the results of their work more quickly. Better Internal Relationship. Communication problems among units and shifts have been a chronic problem. Because COPS focuses on system wide problem solving and accountability the “silo” affected is reduced. Support for organizational changes: COPS require a vast restructuring of the department to ensure the integration of various functions, such as patrol and investigations.

Question 258

PROBLEM ORIENTED POLICING.

Answer 258

POPS is COPS in action. PD is practicing POP when it Identifies community problems.Analyzes community interest and special interest in each problem. Assesses current responses. Conducts a search for tailor made solutions., effectiveness of solutions, and implementing them.

Question 259

MOST POLICE AGENCIES ARE INCIDENT DRIVEN AND HAVE FOUR CHARACTERISTICS.

Answer 259

1. PD is reactive. 2. incident driven police work relies on limited information, victim, witness, and suspects. 3.The primary means of handling incidents is to invoke the criminal justice process. The Threat of enforcing the law. 4.Incident driven PD rely on stats to measure performance.

Question 260

8 solid reasons for using POP.

Answer 260

LACK OF SUCCESS. The professional crime-fighting strategy, although not a disaster has not proved itself effective in crime control. EFFICIENCY HAS BEEN INEFFICIENT. POP addresses the WHY. Are we doing the right thing? SCARCE RESOURCES. POP means priorities, spend more on drug fighting etc. REACTION. Pro activity. but little is being done. COMMUNITY PARTNERSHIP. Working a relationship between the police and public. BRAIN POWER. POP depends on the thinking of everyone in the department. ideas can come from the bottom instead of the top. CULTURE. Requires the old ways of doing things be carefully transplanted with a new organizational structure and management ethic. EXPANDED MISSION. POP envisions an altered and much clearer police mission, everybody reading off the same page.

Question 261

5 SIGNPOSTS that serve as a beacon for a successful POP programs

Answer 261

1. It must involve all department members and civilians, 2. Understand the causes and consequences of problems. Guarantee the use of a wide variety of data sources. 3.It must encourage police employees to cooperate with members of other public and private agencies to design action plans. 4. It must be an integral part of police operations, with out creating special units or requiring additional resources. 5. It must be capable of being transferred to other law enforcement agencies.

Question 262

Late 1980’s the police executive research forum designed and tested a problem solving process called SARA.

Answer 262

SCANNING: Identifying the problem. ANALYSIS: learning the problems causes, scope, and effects. RESPONSE: Acting to alleviate the problem. ASSESSMENT: Determining whether the response worked.

Question 263

POP-ACTION 11 INTERRELATED STEPS COMPRISE OF PROBLEM ORIENTED POLICING. EACH STEP FALLS INTO ONE OF THREE PHASES.

Answer 263

PHASE A Problem Identification. The identification and definition of police problems resides in steps 1,2,3. This is two thirds of the effort in getting results. Step 1: Grouping incidents as problems. The real cause of problems. The first component of pop is move beyond just incident handling. Requires that incidents be looked on as symptoms of an underlying problem. Step 2; Focus on Substantive Problems. Recurring problems are substantive problems and this is police work. Police are prone to identify problems, not enough staff, poor training, low pay, etc. As a leader you are responsible for making the difference. The internal management is tough to break. It takes time and practice. Step 3: Effectiveness First. Is defining for a specific agency in a particular community, what ought to be tackled and in what order of priority.

Question 264

PHASE B: PROBLEM ANALYSIS. THIS INCLUDES STEPS 4-7. THE ANALYSIS OF PROBLEMS INCLUDES TYPES OF INFORMATION, SOURCES OF INFO, AND SCIENTIFIC RULES. Sources can include research reports, current journals, 2 police profiles, knowledge of line employees, victims, community, perpetrators, and other agencies,

Answer 264

STEP 4: Setting up a system: Once the seemingly random incidents have been categorized into groups, a system for the collection of pertinent facts and their analysis must be designed. 1: telephone questionnaire, individual surveys of those who might know something about the problem 2. Literature searches of government and private sector. STEP 5:REDEFINING PROBLEMS. How we perceive and label a problem ultimately determines how we go after it. Traffic problem or problems with burglaries. STEP 6: WHO’S INTERESTED OR SHOULD BE? Police must figure out why the community is concerned, social costs, who is being harmed etc. From this set of multiple interest will emerge a plan of attack. STEP 7. WHAT’S WORKING NOW?if it ain’t broke, don’t fix it.

Question 265

PHASE C: APPROACHES. INCLUDES STEPS 8-11. AFTER WE HAVE FOUND THE PROBLEM WHAT ARE THE OPTIONS FOR ATTACKING IT. TO GAIN SOME FOCUS HERE, WE HAVE PLACED THEM INTO 9 GROUPS.

Answer 265

Frequent offenders. These are few who create many incidents. They should be targeted. Inter -agency cooperation. The problem can be handled to another agency or jointly handled. Conflict management. This means getting to yes via mediation and negotiation. Process of making public public information. High potent problem solving tool.Here are some of the uses: 1. To reduce fear, 2.to help people solve their own problems, 3, to educate people about their rights as citizens. 4.to warn possible victims, 5. to develop cooperation and support. 6. to indicate what the police can and cannot do. 7; Galvanizing of citizens. POP depends on it. 8. Existing controls authority figures deploy their influence. 9. Defensible space: this denotes attempts to fortify our physical environment in some fashion, thus making crime behavior more difficult. alarm systems, lighting, and locking systems to name a few. 10:Increased or expanded regulations. this option requires a lot imagination and risk taking. Some PD have use city building codes and land use regulations to combat drugs and prostitution. 11. Legal Intervention. Requires experimentation and a willingness to take a chance. Using decoys and sting operations.

Question 266

STEP 8 CUSTOMIZED OR CANNED. MOST FOUND THAT CANNED APPROACHES WHEN INCORPORTATED INTO AN AGENCY, HAD TO BE RETROFITTED, REDESIGNED ADN RESTUDIED.

Answer 266

STEP 9; TAKE THE OFFENSIVE: TAKING THE OFFENSIVE IS ACCOMPLISHED IN THREE WAYS. FIRST THE INITIAL IDENTIFICATIONS OF PROBLEMS MUST BE CONSTANT AND COMPLETE. SECOND THE POLICE MUST BE ACTIVE IN EDUCATING MEMBERS OF THE PUBLIC AND PLACING CHOICES BEFORE THEM. 3RD. THE POLICE SHOULD BE ADVOCATES FOR THE COMMUNITY. STEP 10; DECISION VISIBILITY: More and more we are seeing the officer educating the public on why certain things are or are not done. Decision are explained. Police on have so much authority STEP 11: EVALUATION And FEEDBACK. without this step POP is likely to fail.!!

Question 267

IF POP is approached as a method for improving the police, it will fail.

Answer 267

If however it is looked on a way to solve community problems, it has a chance of working. Crime rates and response times have improved thanks to POP.

Question 268

Team Policing was a program of the

Answer 268

1970’s

Question 269

The first phase of actions centers on

Answer 269

Problem identification

Question 270

CHAPTER 15 RESULTS

Answer 270

What gets measured gets managed. The mere act of measuring results is bound to improve them.

Question 271

Why Sgt have to measure performance

Answer 271

Sgt. is the nexus of data collection and validation. Its your interface with the line officer that determines the quality of data that is collected and transmitted to the processing center. 2nd you are in the best position to ask informed questions about performance and results. What improves police operations are the questions, conversations and analysis that are ignited by supervisors. The success the integrity of any measurement program depends on supervisor.

Question 272

THE PROS AND CONS OF MEASUREMENT

Answer 272

Pros: The principal reasons for performance measurements are… Improved performance. What gets measured gets done. What gets measured gets supervised:. You start counting something, and people pay attention to it. ITS’ Workable ::Real time, affordable computer smart phone systems are being used, and proven valuable in getting needed results. RESOURCE JUSTIFICATION: Let us see the results and did you measure up at the end of the year. TRANSPARENCY: Police leaders, government policy makers, citizens are expecting precise and timely answers to police issues. What to know police are performing. CONS: The reasons for resisting or down playing performance measurements are A THREAT: some people are intimidated when an organization starts to quantify performance. They are suspicious that the data will be used as a hammer for punishing rather that a key for rewards. ITS BEEN DONE BEFORE: Developed performance measurement systems (compstat), capable of delivering info that answers our questions. NO CAUSE EFFECT OUTCOMES. More cops in a area drop crime hopefully. UNFAIR COMPARISONS. Its unfair to measure one patrol unit against another or police departments. However well designed performance measurement efforts embrace comparison,and invite discussions. PERFORMANCE MEASUREMENT IS A POLITICAL TOOL. Yes and no. Politics will certainly continue to be one of the main reasons why performance measurement doesn’t fly in some places. THERE NO WAY TO MEASURE WHAT I DO. You have a choice, either you measure your performance or i will. YOU’LL ATTACH MY PAY TO MY PERFORMANCE. Pay for performance is a flop. Performance measurement systems are not designed for making decisions about pay adjustments.

Question 273

CON JOB

Answer 273

Trying to measure the immeasurable , alot of police work will not be accounted for, perhaps %60. things that were prevented that we didn’t know we did. First, you could compare your performance results with those of similar jurisdictions, 2. gauge prevention by the amount of time., 3rd ask community members what they believe is that state of crime prevention.

Question 274

What is the most important goal element of performance measurement?

Answer 274

Is to identify a small set of good measures that tell you something about your progress in achieving key outcomes. Operative works are small, good, progress. and outcomes.

Question 275

FROM THE STANDPOINT OF REPORTING THERE ARE 4 WORDS THAT ARE CONSIDERED PERFORMANCE MEASURES.

Answer 275

INPUTS: are the sources expended to fulfill that goals of the program including overhead and administrative costs. Input represent the budget dollars., personnel, equipment, materials, or buildings. ACTIVITIES:The actions taken or services provided by police that convert inputs to outputs. shows how the department is providing /delivering police services. OUTPUTS: the services or products delivered through that activities are outputs. Are a basic measure that reports what and how often a police service was provided and to whom and how many. OUTCOMES.The real guts of performance are the outcomes. how the results were performed.

Question 276

ONE CONCEPT: EXPLANATORY NOTES. WHY DID THIS HAPPEN.

Answer 276

NAKED data alone isn’t very useful for police supervisors or managers. What they can do is allow you to start asking informed questions and build assumptions about performance and results.

Question 277

THE MEASURABLE’S : 3 IMPORTANT GROUPS NEED TO KNOW HOW EFFECTIVE THEIR POLICE ARE FOR 3 DIFFERENT REASONS.

Answer 277

THE COMMUNITY. wants and deserves to know what they are getting for their dollar. POLICE LEADERS: are responsible and therefore expected to know the level of deliverable to the city. POLICE PERSONNEL: want to know what is expected of them, and what they can do to increase quality of their work.

Question 278

PERFORMANCE VALUES

Answer 278

Focus on crime and not just criminals::Traditional policing targets perpetrators being identified and apprehended. Emphasis is on reducing crime and fear while increasing the quality of life. Champion Community Participation. Consider the community as a stand alone player in crime control. Police encounter all community members to fully understand how they can meaningful impact crime. Assume Accountability. The police manager and his management team hold themselves accountable responsible for leading a caring , honest, effective PD.

Question 279

MEASURING: 4 TYPES OF YARD STICKS CAN BE USED TO MEASURE POLICE PERFORMANCE VALUES:

Answer 279

STATISTICAL OVERSIGHT COMMUNITY PRO-STEERING. STATISTICAL. Reporting of crime, apprehension conviction, and traffic enforcement performance activity. use of force, complaints, IA. This form of measurement is logical, factual, external rational, objective. New York Citys COMPSTAT best illustration of a workable stats measuring tool. Oversight. Produces hard data that external overseers want. ACCOUNTABILITY: Makes managers accountable for their performance. RELIABLE: the data is objective, simple, and behavoirally anchored. REWARDS: police managers are rewarded based on meeting or exceeding performance markers. TRANSPARENT. The performance reviews are frequent and open to public scrutiny. CLAIRITY: Everyone is clear about measurables and markers.

Question 280

3 UNINTENDED BENEFITS OF COMPSTAT..

Answer 280

TEAMWORK. Police managers are required to meet regularly and share with one another their successes as well as deficiencies. Enhanced face to face communication helps with trust. INNOVATION. :Units ask for help or ideas from other units.New avenues of creativity from managers. INTEREST: COMPSTAT removed the boredom out of the traditional staff meeting that most found useless. You show up prepared and ready for business , if not you are in trouble.It rewards those with proper prior planning, preventing poor performance the 6’P’s.

Question 281

OVERSIGHT CITY COUNCILS, COURTS, MEDIA.

Answer 281

They want facts, reports etc.,

Question 282

COMMUNITY

Answer 282

Typically the very reason for all the above data collection is left out of the police performance measurement equation. –the COMMUNITY. When considering citizen input, police managers hesitate because such evaluative findings are: Psychological emotional internal irrational subjective. Every time feelings and facts collide, feelings will bury the facts. Even though they are in a safe neighborhood , they still feel not safe..can’t control that.

Question 283

PRO STEERING

Answer 283

Collateral assignments, projects that are time certain, and pin point individual responsibility. Is a accountability system for moving projects to completion. affixes a particular person to complete a project within a given time frame..

Question 284

2 RESEARCHERS DECIDED TO LOOK MORE CLOSELY AT THE QUESTION OF POLICE STRATEGY, STAFFING, AND OTHER INTERVENING VARIABLES THAT IMPACT OUTPUTS AND OUTCOMES.

Answer 284

Policeonomics. What causes crime to decrease through out the years, more cops?, increased reliance in prisons, changes in crack and other drug markets??

Question 285

WHAT’S ACCEPTABLE

Answer 285

Every PD is different and community. Valid Performance values and reliable measurable emanate from a very clear picture of what the community decides is acceptable police work.

Question 286

Measuring performance, outcomes, and strengths assures us that we’re leading police organizations towards what works rather than fixing what doesn’t.

Answer 286

DONE!!!

Question 287

Which of the following is not a reason to oppose data collection. page 231.

Answer 287

A. Quantifying performance can be seen as a threat. b. There are no cause effect outcomes. c. Comparisons are unfair d. Increased transparency.

Question 288

Performance measures consist of all the following except.

Answer 288

a. inputs b. activities, c. reasons, d. outputs.

Question 289

Which of the following is NOT a yardstick used to measure police performance?

Answer 289

a. statistics b. outside oversight c. wide-held rumors d. polling data/surveys

Question 290

which of the following is NOT a reason that COMPSTAT is such a good illustration of a statistical measuring tool?

Answer 290

a. provides statistical data for department overseers. b. allows for anonymity in the department c data is objective d. makers and measurable are clear.

Question 291

Which of the following is NOT an unintended benefit of COMPSTAT?

Answer 291

A. Teamwork b. innovation. c. interest. d. competition.

Question 292

Name the six STRENGTHS??

Answer 292

1. CHARACTER
2. CLARITY
3. ENGAGEMENT
4. WELL BEING
5. SELF CONTROL
6. TEAMWORK