coaching for change_behaviour analytics for law enforcement agencies final
TRANSCRIPT
Coaching for Change:
The Silver Bullet for
Inefficiencies in Law EnforcementAN INNOVATIVE ORGANIZATIONAL DEVELOPMENT DESIGNAIMED AT INCREASING CRIME & INTELLIGENCE ANALYST WORKPLACE SATISFACTION
Jan Whyte, CPC, M.CIArb
Forensic Intelligence Analyst
About the Author
30+ years private law enforcement
Paralegal/Civil Evidence Analyst: Commercial Litigation - Trial
Management Consultant - 40 law firms, 10,000 cases.
Chief Operating Officer private law enforcement firms
2011-2014: BCIT School of Business - Leadership + Operations
Management + International Business + Finance
2014 -2015- Crime & Intelligence Analyst Program
2
Presentation Outline
Statement of the Problem
Significance to Stakeholders
Literature Review
Survey Methodology, Results & Conclusions
Solution Design & Implementation Analysis
Recommendations to Stakeholders
3
The Problem
The Crime & Intelligence Analyst (CIA) position is typically an employee
position within hierarchically structured organization (eg. RCMP).
According to Alex Tyakoff, former Program Co-Ordinator for the BCIT CIA
Program, Crime and Intelligence Analysts are choosing to terminate their
employment after about seven years on the job.
This project seeks to identify the variables which are driving the
dissatisfaction and those which could drive a solution for improvements in law enforcement workplaces.
4
Why this Project Matters to the CIACIA Loses Investment in Education if Leaves the Profession
Cost
Living Expenses, Tuition & Books
(7 years – Criminology+CIA Cert.) 70,000
Lost Wages @ Entry Level Job 210,000
7 years x 8/12 x $45,000
Compound Interest on Student loans 36,250
7 years, $70,000, 6%, $120 pmt ________
TOTAL INVESTMENT EDUCATION: $316,250
Benefit
Annual Salary
Year 1: 75,000Year 2: 77,000Year 3: 80,000Year 4: 82,000Year 5: 84,000Year 6: 86,000Year 7: 88,000
Average 81,700
Average Gross Earnings over 7 years: 570,000
Total Earnings Net over 7 years: $399,000(Conservative 30% Tax Rate)
5
Why this Project Matters to AgenciesAgency Loses Investment in CIA Which is Maturing Each Year
30%
45%
60%
75%
90%
105%
C IA 1 CIA 2 CIA 3 CIA 4 CIA 5 CIA 6
CIA EFFICIENCY CURVE
6
Why This Project Matters to the Public
This project is dedicated to the Vancouver BC Downtown East Side Missing Women
who were victims of Robert Pickton, serial killer.
Bullying in the workplace, experienced by geographic profiler and VPD Inspector Kim Rossmo, stalled the investigation when Rossmo first identified the probability of a serial killer on the downtown east side.
The root cause of the bullying was that Dr. Rossmo had been appointed Inspector due to his advanced education, as opposed to earning the rank by years of service and promotion. This caused dissention in the hierarchy, and an informal Order given by a high ranking supervisor to boycott the investigation. The result was a frustration of Dr. Rossmo’s policing efficiencies.
Absent the bullying behaviour of Dr. Rossmo’s supervisor, it is entirely possible that the serial killer would have been
apprehended earlier, and the lives of many victims spared.
7
Why this Project Matters to AgenciesAgency Loses Support Staff – Labour Shortage
Attrition of support staff employees is currently a problem for Chiefs of
Police in the United States. During a personal interview with Jan Whyte
in May, 2015, a Deputy Chief of Police from Kentucky cited the
following factors:
Suitable analyst candidates are seeking employment in industries
other than public law enforcement;
Global conditions are demanding more analysts in public law
enforcement;
Therefore there is a looming labour shortage for public agencies.
8
Current Information Available
Regarding the Problem
(Literature Review)
9
Workplace Bullying: The Role of Psychosocial Work Environment Factors (Tuckey, Dollard, Hosking, & Winefield, 2009)
Identifies leading causes of workplace dissatisfaction in hierarchical environments such as policing
a prevalent variable in law enforcement dissatisfaction is alpha, dominant also known as bullying behaviour
suggests risk assessment of the work environment as an avenue for bullying prevention
concludes that from the analysis of psychosocial factors such as power and rank, bullying behaviour was significantly more likely to be perpetrated by an officer who was ranked above the target than by an officer at same or lower rank
10
Definition of Bullying (Tuckey Article):
Workplace bullying can be defined as behaviors—occurring repeatedly and regularly over a period of time—that harass, offend, socially exclude, or adversely affect the work of an employee
11
Definition of Bullying (WorkSafe BC) – Workplace injury financial compensation in British Columbia:
Includes any inappropriate conduct or comment by a person towards a worker that the person knew or reasonably out to have known would cause that worker to be humiliated or intimidated
Excludes any reasonable action taken by an employer or supervisor relating to the management and direction of workers in the place of employment
12
Definition of Bullying (RCMP Website):
Bullying happens when there is an imbalance of power; where someone purposely and repeatedly says or does hurtful things to someone else. Bullying can occur one on one or in a group(s) of people …
Physical bullying(using your body or objects to cause harm): includes hitting, punching, kicking, spitting or breaking someone else's belongings
Verbal bullying (using words to hurt someone): includes name calling, put-downs, threats and teasing
Social bullying (using your friends and relationships to hurt someone): includes spreading rumours, gossiping, excluding others from a group or making others look foolish or unintelligent. This form of bullying is most common among girls
13
Problem-solving Approaches to Police Station Conflict (Corcoran, 2014):
historic information on traditional solutions to negative forces in Federal, Municipal and Provincial police sectors
resolution of conflicts in these environments “demand a careful look at the interpretive relationships between opposition parties”
a police supervisor needs to help conflicting opponents to query much of what they suppose they know about the other, in order to learn what really motivates them and why
14
15Spiral Dynamics Theory: The Designer’s Role in Facilitating Sustainable Solutions(Wahl & Baxter, 2008):
measurement tool for organizational and individual behaviours
the world population falls into 8 distinct qualitative categories – values/modes of thought, sometimes described as “intelligence levels”
modes of thought are based on clusters of values that have emerged in humans, and represents a continuum which, when applied to observed behaviours, provides information as to what internal and external factors may trigger, stall or influence changes in human behaviour
Hypothesis #1
• Workplace dissatisfaction for non-rank or lower rank personnel is significant in law enforcement workplaces.
Hypothesis #2
• Bullying is contributing to CIA dissatisfaction in law enforcement workplaces.
Hypothesis #3
• CIA and Employer attitudes toward change significantly influence workplace satisfaction in law enforcement environments.
16
Survey Methodology
Spiral Dynamics Theory, referred to in the Wahl & Baxter paper in the
literature review section, has been used since 1986 to explain and predict
patterns of human behavior.
Spiral Dynamics Theory’s empirical research has revealed a continuum of 8
bio-psycho-social core values in humans worldwide.
Survival Tribal Empire Democracy Capitalism Egalitarian Flexible Global
Spiral Dynamics - 8 Tiers of Human Values
17
Survey Methodology
The survey deployed was a commercial Spiral Dynamics Theory product
which assessed:
1. the participants’ current position on the values continuum
2. their current satisfaction or dissatisfaction in the workplace
3. the relationship between their attitudes toward change and
workplace satisfaction
18
The Sample Groups
Private Sector
(Traditional)
Regulatory
(Traditional)
Private Sector
(Non-Traditional)
Crime & Intelligence
Analyst
19
The Sample GroupsComparison of organizational structures surveyed
Non-Traditional Private
Agencies
Traditional Public and
Private Agencies
COO
Managers
CIAs
20
The Survey – Spiral Dynamics Intelligences Overlay Org Structures
Empire (Traditional
Police Agency)
Democracy (Traditional Regulatory
Agency)
Capitalism (Traditional
Private Agency)
21
The Survey – Spiral Dynamics Intelligences Overlay Behaviours
Empire Democracy Capitalism
In a world of haves and have-nots, it's good to be a have
Avoid shame, defend reputation, be respected
Gratify impulses and sense immediately
Fight remorselessly and without guilt to break constraints
Find meaning and purpose in living Sacrifice self to the Way for deferred
rewardBring order and stability to all thingsControl impulsivity and respond to
guilt Enforce principles of righteous livingDivine plan assigns people to their
places
Strive for autonomy and independence
Seek out "the good life" and material abundance
Progress through searching out the best solutions
Enhance living for many through science and technology
Play to win and enjoy competition
22
The Survey – Spiral Dynamics Intelligence Overlay Behaviours –
Emerging Organizational Structure: Flexible
Accept the inevitability of
nature's flows and forms
Focus on functionality,
competence, flexibility, and
spontaneity
Find natural mix of conflicting
"truths" and "uncertainties"
Discovering personal freedom
without harm to others or
excesses of self-interest
Experience fullness of living on
an Earth of such diversity in
multiple dimensions
Demand integrative and open
systems
Flexible (New
Private Agency)
23
Survey Results
Respondent #1: Male, Public Law Enforcement Environment
Attitude Toward Change: Rejecting, Inflexible
Workplace Satisfaction: Bullying
Workplace Solution: Inefficient, Psychological Stress
24
Example of Actual Spiral Dynamics Survey Report
Respondent #1 – Negative Attitude Toward Change
Trapped with no
skills/drive to
change, stays in
job but suffers
psychologically.
25
Survey Results
Respondent #2: Female, Private Law Enforcement Environment
Attitude Toward Change: Accepting, Flexible
Workplace Satisfaction: Bullying
Workplace Solution: Attrition – Leaving Law Enforcement Profession
26
Example of Actual Spiral Dynamics Survey Report:
Respondent #2 – Positive Attitude to Change
No problem to break
out and get new job –
leaving profession.
27
Survey Results
The third survey was a group analysis of the Culture of one Private Law
Enforcement Agency
Attitude Toward Change: Highest Level
Workplace Satisfaction: No Problem with Superiors
Workplace Solution: None requiredCOO
Managers
CIAs
28
Public (Regulatory) Private (Traditional) Private (New)
29
Comparison of Actual Spiral Dynamics Aggregate Intelligence Reports
Change Attitude, Individual Intelligence Level, Organizational Intelligence Level
Conclusions
30
Conclusions
Hierarchical private structure produced the same results as hierarchial public
structure.
In this environment, the hypotheses were proven:
workplace dissatisfaction from bullying caused attrition of Crime and Intelligence Analysts
there was a significance to attitude toward change – the positive or negative attitude
produced differing results for the CIA and Agency efficiencies,
both cases produced inefficiencies for the public stakeholder
31
ConclusionsFlexible structure produced different results than the hierarchical structures.
In this environment, a healthier attitude toward change was prevalent (flex).
Higher executive intelligences were significant although human bond value was
absent.
No bullying by superiors reported.
Therefore flexibility values are a significant factor in workplace satisfaction.
32
Conclusions
The independent variable which predicted a successful management by the
analyst of their workplace dissatisfaction was a positive attitude toward change.
According to our survey, healthy attitudes toward change are traceable in
traditional private law enforcement environments but are not prevalent
unless the agency is private new – and close to the flexible level.
Survival Tribal Empire Democracy Capitalism
Egalitarian
Flexible Global
33
Inferences…
Both Leadership and the organizational power structure influence the position of the
organization along the Spiral Dynamics continuum.
Support Staff values/intelligences also influence the position of the organization along the Spiral Dynamics continuum.
The farther along the spiral the individual and the agency, the more efficient the
agency is in fighting crime (aka increased public safety).
Survival Tribal Empire Democracy Capitalism
Egalitarian
Flexible Global
34
Solution
35
Stimulate Growth of Intelligences
Along the Spiral
36
Step 1: Identify the Problem
Review: the Spiral Dynamics Theory values represent growth or maturity of the
individual or organization’s values, from the far left of the spectrum to the far
right.
Each new intelligence level includes those of the prior levels.
Our survey cited inefficiencies at the “Empire”, “Democracy” and “Capitalism”
levels of traditional law enforcement agencies.
Surival Tribal Empire Democracy Capitalism
Egalitarian
Flexible Global
37
Workplace Bullying: The Role of Psychosocial Work Environment Factors (Tuckey, Dollard, Hosking, & Winefield, 2009)
Identifies leading causes of workplace dissatisfaction in hierarchical environments such as policing
a prevalent variable in law enforcement dissatisfaction is alpha, dominant also known as bullying behaviour
suggests risk assessment of the work environment as an avenue for bullying prevention
concludes that from the analysis of psychosocial factors such as power and rank, bullying behaviour was significantly more likely to be perpetrated by an officer who was ranked above the target than by an officer at same or lower rank
According to Tuckey et al, the risk of bullying in these environments is high.
Step 1: Identify the Problem 38
Problem-solving Approaches to Police Station Conflict (Corcoran, 2014)
historic information on traditional solutions to negative forces in Federal, Municipal and Provincial police sectors
resolution of conflicts in these environments “demand a careful look at the interpretive relationships between opposition parties”
a police supervisor needs to help conflicting opponents to query much of what they suppose they know about the other, in order to learn what really motivates them and why
According to Don Corcoran, conflicting opponents must learn what really
motivates the other, and why.
39
Step 2: Analyze ProblemHuman Bond is the Significant Spiral Dynamics Variable
Empire Democracy Capitalism
Egalitarian
Flexible Global
40
Step 2: Analyze ProblemIdentify Significant Variables - What are Predictors of Success for CIA
Workplace Environment?
The spiral variable which predicts a solution to bullying is human bond. This value is necessary in order to change the inefficiencies in law enforcement environment – encouraging the organization to move toward maximum efficiency.
The independent variables which predicted a successful management by the analyst of their workplace dissatisfaction were a positive attitude toward change and a flexible values base.
The acquisition of human bond will require a change in the culture of traditional law enforcement agencies. A plan to implement human bond will pave the way for a more flexible and satisfying workplace.
41
Step 3: Design the SolutionLearn What Motivates the Organization, and Why
Using Spiral Dynamics Theory, we can plot the power structures
for public and regulatory CIA workplaces:
Surival
Tribal
Empire Democracy
Capitalism
HumanBond
Flexible
Global
42
Step 3: Design the SolutionLearn What Motivates the Organization, and Why
Note the same power structure for traditional private business CIA
workplaces:
Surival
Tribal
Empire
Democracy
Capitalism
HumanBond
Flexible
Global
Owners (Board of Directors)
COO
Manager
CIA
CIA
Manager
CIA
CFO
Manager
CIA
CIA
Manager
CIA
CIA
43
Step 4: Cross-Check DesignConsulting another source - according to Harvard leadership specialist Michael
MacCoby, transformations occur when there is a shift from mode of production
to mode of knowledge.
This is consistent with our solution plan – take hierarchy (bureaucratic), put in a
new breed of support employee (personal care/human bond) and arrive at a
learning organization at the flexible intelligence level (interactive leadership).
Michael MacCoby, The Leaders We Need
Bureaucratic
Centralized admin
Controls by Budget and Info
Standardized Procedures
Rules and Regulations
Craft Mode
Individual Authority
Self-Generated Revenue
Personal Style of Care
Advocate for Client
Knowledge Mode
Cross-functional Teams
Evidence-based practice, process, protocols
Interactive Leadership
Partnerships
44
Step 5: Plan ProductionWhat Variables Do We Have, Need to Acquire?
Empire Democracy Capitalism
Egalitarian
Flexible Global
45
Step 5: Plan ProductionDEFINE, ACQUIRE NEW ORGANIZATIONAL VARIABLE
According to Spiral Dynamics Theory, the characteristics of the
Egalitarian element are:
Explore the inner beings of self and others
Promote a sense of community and unity
Share society's resources among all
Liberate humans from greed and dogma
Reach decisions through consensus
Refresh spirituality and bring harmony
Committee A
Committee B
Committee C
External Integrator
Internal Integrator
46
Step 5: Plan ProductionDEFINE, ACQUIRE NEW ORGANIZATIONAL VARIABLE
According to the Standford Encyclopedia of
Philosophy, the characteristics of the Egalitarian
element are:
Egalitarianism (from French égal, meaning
"equal")—or, rarely, equalitarianism or
equalism—is a trend of thought that favors
equality for all people. Egalitarian doctrines
maintain that all humans are equal in
fundamental worth or social status.
Committee A
Committee B
Committee C
External Integrator
Internal Integrator
47
Step 5: Plan ProductionINTEGRATE NEW ORGANIZATIONAL VARIABLE
Leadership training can facilitate growth in values of egalitarianism.
Leadership training is available for all employees – you do not need to be a positional leader.
Kouzes & Posner: The Leadership Challenge
Reading Book (Published by Josey-Bass)
Custom Workbooks & Journals (Amazon)
Committee A
Committee B
Committee C
External Integrator
Internal Integrator
48
Step 6: Deliverables Check
Will this Solution Work for Employer Agencies?
For the Employer, if egalitarian values are developed in policing workplaces, the gap in human compassion is bridged, resulting in a counteraction of bullying
behaviours.
Less bullying results in higher productivity and the trend is toward retention of Crime & Intelligence Analysts past year 6 at increasing efficiency.
30% 45%60%
75%90%
105%
CIA 1 CIA 2 CIA 3 CIA 4 CIA 5 CIA 6
CIA Efficiency Level
49
Step 6: Deliverables Check
Will this Solution Work for Crime & Intelligence Analysts?
Reduced bullying in the workplace will increase workplace satisfaction, retention and ensure the maximum return on their education investment – 100% profits after Year 6.
Benefit
Annual Salary
Year 1: 75,000
Year 2: 77,000
Year 3: 80,000
Year 4: 82,000
Year 5: 84,000
Year 6: 86,000
Year 7: 88,000
Average 81,700
Average Gross Earnings over 7 years: 570,000
Total Earnings Net over 7 years: $399,000
(Conservative 30% Tax Rate)
Cost
Living Expenses, Tuition & Books
(7 years post-secondary) 70,000
Lost Wages @ Entry Level Job 210,000
7 years x 8/12 x $45,000
Compound Interest on Student loans 36,250
7 years, $70,000, 6%, $120 pmt* ________
TOTAL INVESTMENT EDUCATION: $316,250
50
Step 7: Finalize BLUEPRINTSOLID PATH TO OBJECTIVE
Empire Democracy Capitalism Egalitarian Flexible Global
Committee A
Committee B
Committee C
External
Integrator
Internal
Integrator
51
Step 8: Communicate Urgency
Our survey results are is consistent with the information provided by the Deputy
Chief of Police from Kentucky – we have proven:
1. Lower ranks are dissatisfied with their workplaces;
2. Attrition is happening in traditional firms which leads to inefficiencies in those
policing agencies;
3. Alternate modern, flexible agency opportunities exist, and are expanding with
increased demand for crime solutions;
4. Therefore the labour pool for traditional policing is evaporating and there will
eventually be a shortage of labour in public policing.
John Kotter, “A Sense of Urgency”
52
Step 9: Achieve Buy-In
Spiral Dynamics Theory provides all of the tools necessary to design a plan for
hierarchical culture change – a solution to bullying in the law enforcement workplace as
called for by the Corcoran (2014) study.
The key element in hierarchy is power. Unless the power is relinquished the culture will not
change.
In public law enforcement, there is no incentive for the persons in power to give up that
power or move the org structure along the spiral. Empire, Democracy works for them.
Those with power may refuse to buy into change to Human Bond, Flex or Globalstructures, which are not based on legitimate power (position, rank).
Without unanimous buy-in, historical methods of change such as modeling the change
(lead by example), introducing human bond values (sensitivity training) and/or business
change management model (Kotter, Harvard Business School) will not be successful.
53
Step 9: Achieve Buy-InOvercome Resistance
Test Scenario: Subordinate requested change in onerous command and control
conditions to flexible, integrated system to avoid monetary loss
Resistor Enviro: Hierarchical, traditional private law enforcement, superior to Requestor
Resistor Profile: Empire/Democracy
Response: No. This is the way it is. Do what [we] say or you will [forfeit your right to stay]
Consequence: Subordinate loss of current and future income and investment in training
54
Step 9: Achieve Buy-InOvercome Resistance
Conclusion: Resistance will not be overcome if powerholder/resistor is operating at:
1. Empire level - the requestor is coming onto “turf, uninvited”
2. Democracy level – the requestor is putting down (or making fun of) their plan - the “one true way”
55
Step 10: Implement the Plan
Should the Analyst proceed without buy-in to lobby for change by defying the hierarchy and interacting with egalitarian and flexibility at the workplace to ensuring peak efficiency in their hierarchical environments?
No. According to Spiral Dynamics Theory, the attitudes of the empire, democracy and capitalist superiors are that lower ranks should not “talk back” - that you should stay in your place, not challenge their authority, and “just do what you are told”. Or leave.
56
Adaptations
If there are narrow straits along the way and there may
be ambush attacks, that road should not be taken.
Tzu, Sun The Art of War
57
Step 10: Return to ImplementationUnderstand Resistors’ Personalities
According to Michael MacCoby, analyzing the social characters of
leaders is not enough to understand the people, but it is a start:
Bureaucratic Interactive
• hierarchy/autonomy networks/independent
• organizational loyalty creating value
• identify with paternal authority identify with peers
• employment security employment uncertainty
Note: The extreme example of bureaucrat borders is psychopathy.
Michael MacCoby, The Leaders We Need
58
Step 9: Analyze Talents of PeopleUnderstand Resistors’ Personalities
How They Are Motivated How They Are DeMotivated
Empire Immediate payoffs
Macho appeals
Challenges and dares
Heroic Images
More Clout and Personal Power
Looking Good
Getting Respect
Gaining Control over Nature and
People
Rewards – Now
Challenge power or courage
Shame or put down person/group
Move onto turf uninvited
Display more powerful weapons
make gestures and name-call
Be derisive and laugh
Cause to lose face
Taunt as an outsider
Appear or talk weak
Make Excuses
Spiral Dynamics Theory
59
Step 9: Analyze Talents of PeopleUnderstand Resistors’ Personalities
How They Are Motivated How They Are DeMotivated
Democracy Duty
Honour
Country
Semper Fi
Righteousness
Obedient to Higher Authority
Rewards for Dedication
Stability/Order
Purpose
Standards and norms
Finding greater meaning
Being a good citizen
Punctuality
Attack religion, country or ethnic
heritage
Desecrate symbols or Holy Books
Put done One True Way
(or make fun of it)
Violate chain of command
Disregard rules or directive
Appear unfair or sleazy
Be wishy-washy
Use bad language
Demean the standards
Be late
Spiral Dynamics Theory
60
Step 9: Analyze Talents of PeopleUnderstand Resistors’ Personalities
How They Are Motivated How They Are DeMotivated
Capitalism Opportunities to Succeed
Progress
Growth
Winning
Achievement
Make things better
Competitive edge/advantages
Bigger and better
New and improved
State of the art
Fashionable
Prestige, experience
Calculated risks and good science
Treat like VIP
Down profit or entrepreneurism
Talk about collectivization
Accuse of games and demean
Challenge compulsive drives
Deny rewards for good perform.
Force sameness
Cost trap with rules or procedures
Fail to bargain or negotiate
Seem inflexible
Treat as one of the herd
Seem ordinary
Spiral Dynamics Theory
61
Strategic Assessment
For the weak to control the strong, it is logically
necessary to await a change.
When their storehouses are full and their soldiers are in
top form, then you should withdraw in order to watch
for an opening when they relax, observing any
changes and responding to them.
Tzu, Sun The Art of War
62
Recommendations to StakeholdersCrime & Intelligence Analysts
Option #1: For now, until buy-in is achieved from the power-holders in hierarchical organizations, in order to manage the risk of financial and psychological effects of hierarchical workplaces, the analyst should acquire soft skills in acceptance of change to prepare him/herself for change of jobs as soon as the environment is undesirable.
MindTools – yearly subscription to online mind development exercises
Option #2: For now, the analyst should choose to pursue investigation and evidence analysis employment at a modern private agency where it is more likely that there is a flexible attitude amongst leadership and co-workers. Examples:
BAIR Analytics
Toddingham Investigations
General Insurance Adjusters
Your Own Agency (Self-Employment)
63
Recommendations to StakeholdersAgency Managers
Option #1: If your traditional police agency is interested in implementing the solution in this project, there may be a successful buy-in strategy which emerges from the beta testing of:
Every Officer is a Leader police agency online leadership organization change program currently in pilot project at Los Angeles Police Department
Option #2: If you are an Agency Leader who would like change, but the organization conditions are not yet suitable:
1. Enroll in an academic Leadership program eg. Royal Roads University
2. Acquire personal competencies from Every Officer is a Leader (Amazon)
64
Recommendations to StakeholdersMembers of the Public
Hire efficient, non-traditional private agencies to solve crimes.
Look for:
Flexibility
Transparency
Integrated Units
Functional Teams
Reasonable Fees/Rates
Global Vision
65
Manoeuvering Armies
When forces confront you but delay engagement, yet
do not leave, it is imperative to watch them carefully.
Tzu, Sun The Art of War
66
Vision for the Future…
An army of individuals who adopt the egalitarian value in hierarchical environments who become
the change that is required to avoid the loss of
talent in public policing.
A psychologically safe and satisfying workplace
for all law enforcement environments where
Crime & Intelligence Analysts may wish to be
employed.
67
Contact
If you would be interested in more information
or to participate in this ongoing survey, please contact:
Jan Whyte, B.Tech, M.CIArb
Forensic Intelligence Analyst
LitigationByDesign [email protected]
778 789 3575
68
Anderson, T.D., Halliday P. (CD) et al,. (2000) Every Officer is a Leader: Transforming Leadership in Police, Justice and Public Safety.
CRC Press. Boca Raton.
Corcoran, D. P. (2014). How useful is a problem-solving approach to police station conflict management: keeping the peace among police officers.
International Journal of Police Science and Management, 113-123.
Kotter, J. (1996). Leading Change. Harvard Business School Publishing. Boston.
Kotter, J. (1999). John P. Kotter on What Leaders Really Do. Harvard Business School Publishing. Boston.
Kotter, J. (2002). The Heart of Change: Real Life Stories of How People Change Their Organizations. Harvard Business School Publishing. Boston.
Kotter, J. (2008). A Sense of Urgency. Harvard Business School Publishing, Boston.
Kotter J., Whitehead, L. (2010). Buy-In: Saving Your Good Idea From Getting Shot Down. Harvard Business School Publishing. Boston.
MacCoby, M. (2004). Narcissistic Leaders: The Incredible Pros, the Inevitable Cons. Harvard Business Review
MacCoby, M. (2007). The Leaders We Need And What Makes Us Follow. Harvard Business School Publishing. Boston.
Tuckey, M., Dollard, M., Hosking, P., & Winefield, P. (2009). Workplace Bullying: The Role of Psychosocial Work Environment Factors. International
Journal of Stress Management, 216-232.
Tzu, S., Cleary, T. (1988). The Art of War. Shambhala Publications. Boston.
Wahl, D., & Baxter, S. (2008). The Designer's Role in Facilitating Sustainable Solutions. MIT Press Journals, 72.
Walter, F., & Bruch, H. (2008). The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups. Journal of
Organizational Behaviour, 239-261.
http://www.missingpeople.net/ex_cop_kim_rossmo_attacks_police_over_missing_women-june_2001.htm
http://www2.worksafebc.com/pdfs/Bullying/B&H_HowToRecognize.pdf
http://www.oxforddictionaries.com/us/definition/american_english/alpha
69