how_law_enforcement_utilizes_design_thinking_(2)_new (1).pptx

8/19/2019 how_law_enforcement_utilizes_design_thinking_(2)_new (1).pptx

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HOW LAWENFORCEMENT UTILIZESDESIGN THINKINGPresenters:

Mary Jean Hall

Stee St!"e

Catr#na C!!$

%a&ee'a& L()()*a


2/31

DESIGN THINKING

“Design Thinking” refers to the way the designer thinks, drawing on a

style of reasoning that is hardly convential in the !siness world,

known as ad!ctive thinking

Design thinking can e a""lied in any fields as it is the art of not only

generating and develo"ing ideas, !t rather #aking s!re theses "lans

are i#"le#ented

Design thinking can assist law enforce#ent in #aintaining order


3/31

$or a state that wants to grow econo#ically, then "eace and order are

a necessary factor for enhance#ent of this achieve#ent%

Irres"ective of this high e&"ectation of all in the co##!nity and state,cri#e cannot e co#"letely eli#inated%

Therefore, law enforcers are always re'!ired to co#e !" with new

ideas and styles of ways that can hel" the# c!r the level of cri#e at

all ti#es%


4/31

(fter co#ing !" with a design, "artic!lar "roced!res #!st

e laid down on how to #ake theses designs fr!itf!l an

achieve#ent of the end "!r"ose

Design thinking calls for the f!ll reali)ation of the "role#

at hand, laying down strategies, i#"le#enting these

strategies and always having an intention of co#ing !" with

new strategies


5/31

( clear !nderstanding of the co##!nity and the vario!s

activities involved in the area is "ara#o!nt

In "artic!lar, knowledge of the cri#inal activities will enale the

a!thorities to know which areas need #!ch involve#ent in ter#s

of trying to red!ce their adverse effects to the co##!nity

(da"tive strategies can only e laid if there is a etter

!nderstanding of the area and co##!nity at large* this will res!lt

in achieve#ent of the desired res"onse


6/31

+aw Enforce#ent olicies react to certain events, law

enforce#ent officials recogni)e a trend, act to co#at that

trend and change oth strategies and tactics as new trends

e#erge


7/31


8/31

$rank .ovey / sco#, ++. have signed a tea#ing

agree#ent to "rovide world0class leadershi" sol!tions,

training and technical assistance to "!lic safety agencies

across the nation%


9/31

sco# is a gloal strategic #anage#ent0cons!lting fir#,

that assist "!lic safety agencies in i#"roving the

following1

.o#"rehensive strategies that address critical o"erational,

technological, and eval!ate "!lic "olicy iss!es%


10/31

-ith the loss of local !sinesses and lack of ta& reven!e,

#!nici"alities have had to do #ore with less

+ocal govern#ent has had to find creative ways to #ake

c!ts, !t still e ale to "rovide '!ality service to their

co##!nities


11/31

( lack of reven!e in state and #!nici"al govern#ents#ay force changes in e#ergency services or a co#"lete

eli#ination of e#ergency res"onse entities


12/31

CHANGE

D!ring an organi)ational change "rocess, the foc!s sho!ld

e on the "eo"le% 2ohn Kotter identified the arriers to

change within the organi)ation and ca#e !" with an 30

ste" change "rocess


13/31

KOTTER+S , - STEP PROCESS

Estalish a Sense of 4rgency

$or# a "owerf!l G!iding .oalition

.o##!nicate the 5isionE#"ower others to (ct on 5ision

lan for and .reate Short0Ter# -ins

.onsolidate I#"rove#ent / rod!ce 6ore .hange

6ake .hange Stick


14/31

.ITI7EN .8NT(.T

.ontact with the "!lic fro# law Enforce#ent can e a

negotiation%

The 9argaining "rocess etween two or #ore "artiesseeking to discover a co##on gro!nd and reach an

agree#ent to settle a #atter of #!t!al concern or resolve a

conflict%


15/31

+E(5E :84;SE+$ ;886 T8 NEG8TI(TE

Ele#ents re'!ired in negotiation1

;easonaleness

$le&iility

+istening


16/31

.868NENTS

re"are

.ontact

Strategy

Techni'!e


17/31

;E(;E

Gather as #!ch infor#ation as "ossile

8tain s!s"ect history

$or#!late a "lan

(naly)e the sit!ation


18/31

CONTACT

9egins #o#ent contact is #ade with citi)en

(void stress

:o! cannot negotiate effectively !nless yo! !nderstandyo!r own interests and yo!r own no deal o"tions

Since the other side will say yes for its reasons, not yo!rs

agree#ent re'!ires !nderstanding and addressing yo!r

co!nter"art


19/31

ST;(TEG:

+isten0 creating e#"athy asors tension, allows

the negotiator to get things right, and creates an

at#os"here for "role#0 solving%

The est

negotiation strategies "roceed fro# a win0win goal1

that is, yo!r ai# sho!ld e to strike a deal that

enefits oth of yo!% Negotiators are strongly

ca!tioned not to do or say anything that can e

constr!ed as dishonest


20/31

TE.HNI=4E

Develo" an ending "lan

Have an idea of how the sit!ation co!ld "otentially endand e "re"ared for vario!s endings

4tili)e reso!rces

4se the ending re"ort as a teaching tool


21/31

.8N.+4SI8N

I#"le#ent strategies in daily e&"eriences

+earn fro# sit!ations

;e#e#er things #ay not always work o!t "erfect


22/31


23/31

TRUST

( olice 8fficer is an official re"resentative of govern#ent

who is re'!ired and tr!sted to work within the law

However, there is an overwhel#ing "erce"tion in the

co##!nity where "olice officers have acted ina""ro"riatelyand #ishandled the tr!st of the "!lic eca!se of the serio!s

nat!re of the "role# "olice officers are addressing "olicies to

ins"ire tr!st their #ission incl!des1


24/31

T;4ST

To rotect and Serve

+aw Enforce#ent will ;e"resent the +aw that willGovern a .ivili)ed Society

+aw Enforce#ent #!st e Ethical and Tr!sted to carry o!t

D!ties


25/31

E;.ETI8N

St!dies indicate that the “legal and "olitical syste# work

#ore effectively when "eo"le have tr!st and confidence in

their a!thorities

Tr!sted "eo"le will egin to feel connected to gro!"s

Tr!st is key to effectiveness, it leads to

engage#ent / #otivation

.onnected gro!"s will hel" a!thorities to s!cceed


26/31

T;(NS(;EN.:

Detroit "olice .hief 2a#es .raig vows he will lead the

de"art#ent with trans"arency and good leadershi"

.hief will create a cri#e #a""ing syste#

8"en !" ao!t internal affairs "rocess clear / concise

#essages


27/31

.;EDI9I+IT:

6ost officers want to #ake a difference and strengthen

co##!nities

This can ha""en when law enforce#ent #akes ehavior a

"riority as the #ain reason to change

olice .hiefs and olice 8fficers can i#"rove the "!lic

"erce"tion of the# y !tili)ing integrity, eing credile,

officers actions, and e&tending tr!st


28/31

.H(NGES

D%. olice .hief .athy +anier and 6ayor Gray are "art of the

new changes co##!nities across the nation are #aking to

i#"rove tr!st with their officers

8ctoer >, ?@>A olice will start wearing ody0worn .a#erasin ho"es to

Increase "!lic tr!st etween "olice officers and residents

.!t down on co#"laints against "olice officers y 3@ B

Enhance "!lic tr!st


29/31

;E$E;EN.ES

(""ela!#, S%H%, Haashy, S%, 6alo, 2%, / Shafig, H% C?@>?% 9ack to the f!t!re1

;evisiting KotterF change #odel% The Journal of Management Development, 31

(8), 764-782. Doi1htt"1d&%doi%org>@%>@3@?F?>>>?>>?J?J>

(s "olice across the nation seek to heal "!lic #istr!st, franklin covey and S.o##,

++. sign tea#ing agree#ent to "rovide enhanced leadershi" and technology trainingfor law enforce#ent agencies% C?@@@, 2!n >%

9oyd, +% C?@@% Governor Granhol# says reven!e sharing c!ts eo"ardi)ing olice, $ire,

(nd other essential service% 4s $ederal service% ;etrieved fro#

htt"1www%#ichigan%govLgranhol#@,A3,0>F30?JAA?M?>A0??JFA0,@@%ht#l

9ertetto 2% (% C?@>?% Designing +aw Enforce#ent1 (da"tive Strategies for the

.o#"le&Environ#ent, ""% AF0A%

http://www.michigan.gov/?granholm/0,4587,7-168-23442_21974-227364-,00.htmlhttp://www.michigan.gov/?granholm/0,4587,7-168-23442_21974-227364-,00.html


30/31

;E$E;EN.ES

Dane, N%2%, C>3% olice and $ire .onsolidation1 -hat is conce"t viaility in !ran

.alifornia y >L .alifornia .o##ission on eace 8fficer Standards and

Training%

Harvard 9!siness ;eview% C?@>>% -inning negotiations, 9oston, 6(1 Harvard ;eview

ress

inet, (%, Sander % C?@>J% The only negotiation ook yo!J% De!gn Th!n"!ng % 9ra)il1

625 ress, ""% >J0>A%

-ass de .)ege, H% C?@@% Syste#ic o"erational design1 +earning and ada"ting to co#"le

#issions% 6ilitary ;eview, 3C>, ""% ?0>?


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TH(NK :84

6ary 2ean Hall

Steve Stowe

.atrina .ook

9aheeah +!#!#a

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