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Slide 2 HOW LAW ENFORCEMENT UTILIZES DESIGN THINKING Presenters: Mary Jean Hall Steve Stowe Catrina Cook Baheejah Lumumba Slide 3 DESIGN THINKING Design Thinking refers to the way the designer thinks, drawing on a style of reasoning that is hardly convential in the business world, known as abductive thinking Design thinking can be applied in any fields as it is the art of not only generating and developing ideas, but rather making sure theses plans are implemented Design thinking can assist law enforcement in maintaining order Slide 4 For a state that wants to grow economically, then peace and order are a necessary factor for enhancement of this achievement. Irrespective of this high expectation of all in the community and state, crime cannot be completely eliminated. Therefore, law enforcers are always required to come up with new ideas and styles of ways that can help them curb the level of crime at all times. Slide 5 After coming up with a design, particular procedures must be laid down on how to make theses designs fruitful an achievement of the end purpose Design thinking calls for the full realization of the problem at hand, laying down strategies, implementing these strategies and always having an intention of coming up with new strategies Slide 6 A clear understanding of the community and the various activities involved in the area is paramount In particular, knowledge of the criminal activities will enable the authorities to know which areas need much involvement in terms of trying to reduce their adverse effects to the community Adaptive strategies can only be laid if there is a better understanding of the area and community at large; this will result in achievement of the desired response Slide 7 Law Enforcement Policies react to certain events, law enforcement officials recognize a trend, act to combat that trend and change both strategies and tactics as new trends emerge Slide 8 In the wake of recent activities across nation, Law Enforcement has come under heavy scrutiny With scandals, use of force complaints, and racial profiling law enforcement has to find new ways to gain public trust. Slide 9 Frank Covey & Pscom, LLC have signed a teaming agreement to provide world-class leadership solutions, training and technical assistance to public safety agencies across the nation. Slide 10 Pscom is a global strategic management-consulting firm, that assist public safety agencies in improving the following: Comprehensive strategies that address critical operational, technological, and evaluate public policy issues. Slide 11 With the loss of local businesses and lack of tax revenue, municipalities have had to do more with less Local government has had to find creative ways to make cuts, but still be able to provide quality service to their communities Slide 12 A lack of revenue in state and municipal governments may force changes in emergency services or a complete elimination of emergency response entities Slide 13 CHANGE During an organizational change process, the focus should be on the people. John Kotter identified the barriers to change within the organization and came up with an 8- step change process Slide 14 KOTTERS 8 STEP PROCESS Establish a Sense of Urgency Form a powerful Guiding Coalition Communicate the Vision Empower others to Act on Vision Plan for and Create Short-Term Wins Consolidate Improvement & Produce More Change Make Change Stick Slide 15 CITIZEN CONTACT Contact with the public from law Enforcement can be a negotiation. The Bargaining process between two or more parties seeking to discover a common ground and reach an agreement to settle a matter of mutual concern or resolve a conflict. Slide 16 LEAVE YOURSELF ROOM TO NEGOTIATE Elements required in negotiation: Reasonableness Flexibility Listening Slide 17 COMPONENTS Prepare Contact Strategy Technique Slide 18 PREPARE Gather as much information as possible Obtain suspect history Formulate a plan Analyze the situation Slide 19 CONTACT Begins moment contact is made with citizen Avoid stress You cannot negotiate effectively unless you understand your own interests and your own no deal options Since the other side will say yes for its reasons, not yours agreement requires understanding and addressing your counterparts problem as a mean to solving your own Slide 20 STRATEGY Listen- creating empathy absorbs tension, allows the negotiator to get things right, and creates an atmosphere for problem- solving. The best negotiation strategies proceed from a win-win goal: that is, your aim should be to strike a deal that benefits both of you. Negotiators are strongly cautioned not to do or say anything that can be construed as dishonest Slide 21 TECHNIQUE Develop an ending plan Have an idea of how the situation could potentially end and be prepared for various endings Utilize resources Use the ending report as a teaching tool Slide 22 CONCLUSION Implement strategies in daily experiences Learn from situations Remember things may not always work out perfect Slide 23 SUMMARY Trust Perception Change Slide 24 TRUST A Police Officer is an official representative of government who is required and trusted to work within the law However, there is an overwhelming perception in the community where police officers have acted inappropriately and mishandled the trust of the public because of the serious nature of the problem police officers are addressing policies to inspire trust their mission includes: Slide 25 TRUST To Protect and Serve Law Enforcement will Represent the Law that will Govern a Civilized Society Law Enforcement must be Ethical and Trusted to carry out Duties Slide 26 PERCEPTION Studies indicate that the legal and political system work more effectively when people have trust and confidence in their authorities Trusted people will begin to feel connected to groups Trust is key to effectiveness, it leads to engagement & motivation Connected groups will help authorities to succeed Slide 27 TRANSPARENCY Detroit police Chief James Craig vows he will lead the department with transparency and good leadership Chief will create a crime mapping system Open up about internal affairs process clear & concise messages Slide 28 CREDIBILITY Most officers want to make a difference and strengthen communities This can happen when law enforcement makes behavior a priority as the main reason to change Police Chiefs and Police Officers can improve the public perception of them by utilizing integrity, being credible, officers actions, and extending trust Slide 29 CHANGES D.C Police Chief Cathy Lanier and Mayor Gray are part of the new changes communities across the nation are making to improve trust with their officers October 1, 2014 Police will start wearing body-worn Cameras in hopes to Increase public trust between police officers and residents Cut down on complaints against police officers by 80 % Enhance public trust Slide 30 REFERENCES Appelbaum, S.H., Habashy, S., Malo, J., & Shafig, H. (2012). Back to the future: Revisiting Kotters 1996 change model. The Journal of Management Development, 31 (8), 764-782. Doi:http://dx.doi.org/10.108/02621711211253231 As police across the nation seek to heal public mistrust, franklin covey and PSComm, LLC sign teaming agreement to provide enhanced leadership and technology training for law enforcement agencies. (2000, Jun 15). Boyd, L. (2009). Governor Granholm says revenue sharing cuts jeopardizing Police, Fire, And other essential service. Us Federal service. Retrieved from http://www.michigan.gov?granholm/0,4587,7-168-23442_21974-227364-,00.html Bertetto J. A. (2012). Designing Law Enforcement: Adaptive Strategies for the ComplexEnvironment, pp. 46-49. Slide 31 REFERENCES Dane, N.J., (1989). Police and Fire Consolidation: What is concept viability in urban California by 1999? California Commission on Peace Officer Standards and Training. Harvard Business Review. (2011). Winning negotiations, Boston, MA: Harvard Review Press Pinet, A., Sander P. (2013). The only negotiation book youll ever need. Avon, MA:Media Terestre, D. (2004, March). Talking him down: The crisis negotiator. Vianna M., Vianna Y., Adler I., Lucena B., & Russo, B. (2013). Design Thinking. Brazil: MJV Press, pp. 13-14. Wass de Czege, H. (2009). Systemic operational design: Learning and adapting to comple missions. Military Review, 89(1), pp. 2-12 Slide 32 THANK YOU Mary Jean Hall Steve Stowe Catrina Cook Baheejah Lumumba