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Welcome to COPS 2.0: The new era of community policing.
To begin module 3, click on the advance arrow located at the bottom center of the screen.
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Narration:
Welcome to COPS 2.0: The new era of community policing.
To begin module 3, click on the advance arrow located at the bottom center of the screen.
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COPS 2.0: The New Era of Community Policing is the product of a joint partnership between the Virginia Center for Policing Innovation (VCPI), the Western Community Policing Institute (WCPI), and the U.S. Department of Justice, Office of Community Orientated Policing Services (COPS). Through this partnership, COPS 2.0: The New Era of Community Policing has been developed as a web-based, professional level training course for law enforcement officials, criminal justice practitioners and other active participants in community oriented policing.
To learn more about each of the partner organizations click on the on-screen icons above. If you would like to access information about the cooperative agreement that made this project possible click on the on-screen information button.
Once you have finished exploring this screen click on the advance arrow located at the bottom center of your screen to continue with this module.
Information tab Text:
This project was supported by Cooperative Agreement #2008CKWXK003 awarded by the U.S. Department of Justice/Office of Community Oriented Policing
Services. Points of view or opinions contained within this document/program are those of the author and do not necessarily represent the official position or policies of the U.S. Department of Justice.
Design note: Graphic and text. Icon are active links to the following:
VCPI Logo links to:
http://www.vcpionline.org/about.asp
Cops office logo links to: http://www.cops.usdoj.gov/Default.asp?Item=35
WCPI Logo links to:
http://www.westernrcpi.com/ / SLIDE 2
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COPS 2.0: The New Era of Community Policing is the product of a joint partnership between the Virginia Center for Policing Innovation (VCPI), the Western Community Policing Institute (WCPI), and the U.S. Department of Justice, Office of Community Orientated Policing Services (COPS). Through this partnership, COPS 2.0: The New Era of Community Policing has been developed as a web-based, professional level training course for law enforcement officials, criminal justice practitioners and other active participants in community oriented policing.
To learn more about each of the partner organizations click on the on-screen icons above. Once you have finished exploring this screen click on the advance arrow located at the bottom center of your screen to learn how to navigate through the COPS 2.0 online learning environment.
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Learning Organizations: Organizational Changes, Challenges and Pressures
· Expanding and continual expectations for community engagement and involvement
· Homeland security and all-hazards responsibilities
· Increased generational and cultural differences
· Technological innovation and advancements
· Economic pressures and resources limitations
To view this module’s learning objectives and to learn more about recent changes and challenges facing law enforcement organizations click on the on-screen information tabs below.
Once you have finished exploring this screen click on the advance arrow located at the bottom center of your screen to continue
Objectives Tab:
· Provide participants with an overview of several emerging changes, issues and challenges which are impacting the future of law enforcement organizations.
· Provide insight into the future need to expand or change traditional law enforcement organizational practices
· Recognize the historical development and important traditions in law enforcement culture.
· The participant will utilize the ROAR decision model in a practical exercise.
Information Tab:
Law enforcement organizations like many others will continue to be challenged by many new and emerging challenges. As we move through the 21st century these organizations will be required to seek out and to find ways to successfully navigate through these new and challenging times. The following link provides you with a brief glimpse of what the future might hold for law enforcement organizations. We will explore some of these more in depth in this module
http://www.policefuturists.org/conferences/1993.htm
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Many of today’s law enforcement organizations are facing perpetual changes and multifaceted challenges (See bullet list left) which are requiring them to look for new and innovative approaches to addressing these challenges and changes.
With the many pressures being placed on all facets of the organization, law enforcement organizations must now more than ever continue to explore alternatives that will help them to successfully navigate through the 21st century.
One such alternative which can help them meet the new demands and challenges can be accomplished through the development of law enforcement organizations as learning organizations.
Now let’s begin, click on the advance arrow located at the bottom center of your screen to continue….
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What are Learning Organizations?
…organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.
Senge, P. (2000). The Fifth Discipline: The Art and Practice of the Learning Organization
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Learning organizations appeared in the 1980’s and was primarily used to describe organizations that sought out and used new ways of doing business in difficult and turbulent times. According to Peter Senge (1990: 3) learning organizations are:
…organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.
The goal of a learning organization is to continually look for ways to increase performance and ability in shaping the organizations future. Learning must be connected to the vision and goals of the organization and become an integral part of organizational life.
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How do Law Enforcement Organizations Learn?
“From Dewey’s perspective, experience becomes history (personal or social), which then forms
the knowledge base with which individuals
interact with their community(s)”.
Retrieved from Journal of Police and Criminal Psychology, 2005, Volume 20, Number 1
How do you create a learning Organization?
What are the key dimensions of a learning organization?
· Systems Thinking
· Personal Mastery
· Mental Models
· Building Shared Vision
· Team Learning
Senge 5th Discipline / SLIDE 5 Launch Screen
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How do Law Enforcement Organizations Learn?
Now let’s look at how traditional law enforcement organizations learn. Like many others, law enforcement organizations have learned from their past experiences. This learning has heavily influenced their historically development and shaped their organizations.
For many law enforcement organizations traditional learning and knowledge is gained and formed through “field experience”. Much of this experience and learning has shaped and formed the history, cultural and tradition of the organization.
Beginning early in an officers career where “formal” learning sets the foundation and basis of law enforcement knowledge, officers progress on through their learning experience being assigned to other “seasoned” officers who quickly orient them to the “real” learning that needs to occur. Learning within this context heavily shapes forms and influences an officer’s views and perceptions and ultimately defines the organization and how officers work and interact both inside and outside of the organization.
While the above illustration provides a simplistic view of traditional learning within a law enforcement organization, understanding how learning occurs and its implications on a organization can greatly assist an organization as it explores new and innovative ways to better serve its employees and the community. We will discuss this more in depth later in the module.
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http://www.cops.usdoj.gov/files/RIC/CDROMs/CommunityPartnerships/index.html
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http://free-stock-photos.com/history/giuliani-2.html
Free Photos
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http://www.cops.usdoj.gov/RIC/ResourceDetail.aspx?RID=279
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Introduction tab
Let’s explore the five dimensions of a Learning Organization and how they apply to law enforcement organizations.
Click on the tabs on the left side of the screen as we explore each dimension.
Tab #1 – Systems Thinking
The first question the systems thinker asks is
Ø "What is the purpose of this service from the customer’s point of view?”
Ø “Everything you need to know in order to improve something will be found in your own system, if you go looking elsewhere you are looking in the wrong place”
Source: Retrieved from
www.centreforconfidence.co.uk/.../080119_Seddon_Systems_Thinking_in_the_Public_Sector.ppt
Things to consider in applying systems thinking in law enforcement organizations:
Ø Police entities or systems are not independent systems. They are influenced by outside interactions and connections
Ø Police systems consist of compelling relationships between policing and the social context.
Ø The more a police organization is involved in forming partnership and neutering relationships through the use of community policing strategies, the better it will be at learning the needs and concerns of the community.
Ø Expanding systems thinking in a police organization by creating a system where the organization is more socially integrated can create more effective and efficient performance.
http://www.springerlink.com/content/1x0465758pn57079/
To explore ways to develop partnerships visit COPS website at http://www.cops.usdoj.gov/files/RIC/CDROMs/CommunityPartnerships/index.htmlSLIDE 7
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So how can you create an environment that promotes systems thinking? One of the most important means is through effective leadership.
Leadership within organizations must create those learning environments that promote learning and opportunities According to leadership expert Warren Bennis, “The people who can achieve something truly unprecedented have more than enormous talent and intelligence. They have original minds” (Bennis, 2003, p.176). Today’s law enforcement leaders must recognize the value that exists within the
“Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you and listen to you. They need to see someone who is stronger than they are, but human too” (Giuliani, 2002).
http://www.leadingtoday.org/weleadinlearning/spapr03.htm
Tab #2 – Personal Mastery
“Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you and listen to you. They need to see someone who is stronger than they are, but human too” (Giuliani, 2002).
http://www.leadingtoday.org/weleadinlearning/spapr03.htm
Things to consider in applying personal mastery in law enforcement organizations:
1. Positive reinforcement and interaction from role
models/managers
2. Continually clarifying our personal vision, focusing
our energies, developing patience
3. Learning from each other by sharing experiences
4. Considering our personal relationships
5. Providing continuous feedback
7.Recognize the need for balance between work and
non-work life
http://www.leadingtoday.org/weleadinlearning/spapr03.htm
Case Illustration: Personal Mastery in the role of a field training officer (FTO):
A FTO has always played a critical and essential role in supporting learning in law enforcement officers. For new officers, learning is one of the most important and critical aspects of successfully completing the field training program. The field training program represents the ultimate learning experience for new officers. In this process the FTO serves as a role models, coaches, and mentors, FTO’s must exhibit a high degree of personal mastery in order to provide clear direction, guidance and a detailed plan for success. As FTO’s interact and provide learning for new recruits it is critically important for them to understand the dynamics and learning that occurs both directly and indirectly as a result of their interactions, and how this promotes law enforcement organizations as learning organizations.
In the above illustration, the new officer learns through his/her experience in the FTO process. Learning from experience provides a valuable learning this type of process creates what is called a tacit knowledge.
“Tacit knowledge is defined as knowledge that enters into the production of behaviors and/or the constitution of mental states but is not ordinarily accessible to consciousness. As tacit knowledge is demonstrated to the new officer, he or she begins to better understand the context of the organization. This knowledge is a building block for developing relationships within the organization, and moves the new officer toward a sense of shared meaning concerning the organization’s philosophy and ultimate goals.” As the new officer moves through the organization and has more experiences within the organization, he or she will seek explanations for events encountered or observed and will build his or her understanding of the organization. Collectively, this body of understanding is referred to as corporate knowledge and is an integral part of the culture of the organization.” (p.13).
Journal of Police and Criminal Psychology, 2005, Volume 20, Number 1
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Tab #3 – Mental Models
“These are ‘deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action’ (Senge 1990: 8)”.
Tab #4 –Building Shared Vision
This slide portrays the Eras of Community Policing including: the Political Era, Professional Era, and Community Era. Then a question is posed asking participants “What era have we entered today?”
Police facts 1960:
Ø 2,780,000 index crimes reported
Ø 727,000 arrests