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Case Study – The Use of Interest-Based Problem Solving Method

Using the Interest-Based, Problem-Solving worksheet on pages 49-51 of Police Labor-Management Relations (Vol. II), analyze one of three case studies located in Chapter Four. Review the selected case study from the standpoint of police management, and write a report to the City Council outlining the identified interests, possible options, and the reasoning to support one option over another. Very important, Ensure that you fully disclose the options and impacts to the City and labor union.

The paper must be three pages in length (excluding the title and reference pages) and formatted according to APA style. Cite your resources in text and on the reference page. If thiS sounds confusing in any way please let me know, this needs a introduction, thesis, and a conclusion, references.

Reference

Polzin, M., & DeLord, R. (2006, August). Police labor-management relations (vol. II): Perspective and practical solution for implementing change, making reforms, and handling crisis for managers and union leaders. U.S. Department of Justice, Office of Community Oriented Policing Services. Retrieved from http://www.cops.usdoj.gov/files/RIC/Publications/e06064103.pdf

·  Police Labor-Management Relations (Vol. II) - ...

ric-zai-inc.com/Publications/cops-p110b-pub.pdf - Similar to Police Labor-Management Relations (Vol. II) - ...

U.S. Department of Justice. Office of Community Oriented Policing Services. Police Labor-Management Relations (Vol. II): A Guide for Implementing Change,  ...

·  [PDF]

Police Labor-Management Relations (Vol. I) - COPS ...

ric-zai-inc.com/Publications/cops-p110-pub.pdf - Similar to Police Labor-Management Relations (Vol. I) - COPS ...

labor-management relations, police integrity, and community oriented policing. ..... and Police Labor-Management Relations. (Vol. II): A Guide for Implementing ...

you can see both books on the internet

CHAPTER

FOUR

Applying the Interest-Based, Problem-Solving

Method

Applying the Interest-Based, Problem-Solving Method

Introduction

Groups learn the interest-based, problem-solving method best by applying it. In this chapter we present

three hypothetical cases to which an interest-based method could be applied. W

e provide a worksheet that

groups can use to work through each case.

The worksheet can also be used when applying the method to

issues and problems that surface within their own departments.

Accompanying each case is commentary that the facilitators can use when reviewing the work of the union-

management groups who are learning to apply the method.

The commentary should not be construed as the

only answer or solution to the case, but as an example of what kinds of ideas might result when the method

is applied.

The facilitators may ask their union-management groups to work through the cases and compare

their notes with those provided.

An Interest-Based, Problem-Solving Worksheet

Step 1. Decide on the Issue.

List everyone’

s perspective of the issue

Clarify

Synthesize

Identify the issue - the underlying condition that you choose to address

State the issue in writing.

Police Labor-Management Relations (V

ol. II)

Step 2. Identify Interests

Identify stakeholders and their interests

Clarify

Discuss importance of each interest.

Step 3. Invent Options

Brainstorm options.

Clarify the options

Discuss options

Combine, eliminate, add to, revise

Establish priorities, if needed.

Step 4. Evaluate Options against Interests

Construct the matrix

options against the interests

Review completed matrix

Discuss the options with the most “Y’

s.”

Applying the Interest-Based, Problem-Solving Method

Step 5. Select and Agree on an Option

Use consensus to decide

If no solution emerges, discuss, add to, revise, continue to watch for emerging solutions

Establish priorities, if needed

Agree on a solution.

Step 6. Develop an Implementation Plan

Outline the process or sequence of tasks to be completed

Establish a tentative timeline for implementation

Identify the person(s) responsible for each task

Create a mechanism for monitoring progress and evaluation.

Notes:

Case #1

:

Dealing with the media during a high-profile incident

Case #

:

Dealing with the media during a high-profile incident

Police Labor-Management Relations (Vol. II)

The Facts:

Around 2:00 PM on a weekday

, the communications operator received a call that a man waving a pistol was

walking down the middle of the street in a neighborhood known to be a high-crime area in which the majority

of the residents are Latino.

The first police officers to arrive saw a Latino male about 35 years old walking

with what appeared to be a pistol in his right hand. Children were playing in some of the yards. Neighbors

were outside watching the man and calling for the children to come inside. Several of them tried to talk to the

man who seemed disoriented or drunk. When the man saw the police car he fled down an alley

.

The patrol

officer called out for him to stop and started chasing the man when he continued to run.

The local

TV station

heard about the call and directed its traffic helicopter to the scene looking for a story

. More police cars were

dispatched and more neighbors came outside when they heard the police sirens.

T

wo patrol officers finally cornered the man in an alleyway

. Other officers blocked the alleyway to prevent the

man from escaping.

A

crowd gathered and one woman tried to get past the officers. When she was stopped

she started screaming that the man was her mentally ill son and she did not want the officers to harm him.

She wanted to speak to him but the officers refused to let her pass.

The two patrol officers continued to warn

the man to drop the pistol but he refused. When he started to raise the pistol the officers fired nine times,

striking him six times.

The gunshots set of

f a crowd reaction and the man’

s mother fainted.

A

rumor spread quickly through the

crowd that the police had shot a mentally ill man. Several youths in the crowd started throwing bottles. More

officers arrived and it took them several hours to quiet the crowd and restore order

.

The media arrived in

mass with the news station helicopter reporting live from the scene. Investigators discovered that the man

had been holding a realistic-looking water pistol.

The media interviewed the mother at the scene and she claimed that the police refused to allow her to speak

to her son. She argued that the police could have wounded him or used nonlethal means. She claimed the

police murdered her son. Several neighborhood men were also interviewed.

They reported that they knew

the man and that they tried to get him to go home.

They added that they believed the police were too quick

to shoot Latino men.

The two officers involved in the shooting were white. One officer had been on the department 1 year and

had just gotten of

f probation.

The other officer was a 5-year veteran who had been involved in a police-

related death the previous year when he shot another Latino male who he said attempted to back into him

during a traffic stop.

Later in the day

, the mayor publicly questioned why the police had to fire nine shots to stop one man. He

wanted to know why the police did not use stun guns or just withdraw and allow the man’

s mother to speak

to him.

The

TV

, radio, and newspaper reporters arrive at the police station and want a response from the police

department for the evening news.

The chief wants to do so with caution.

He does not yet have all of the

facts. He has not had a chance to talk with either of the officers involved or any other officers who witnessed

the event. However

, he knows that he has to say something. Police relations with the Latino community have

improved considerably over the past year and this event could set them back considerably

.

The mayor also is demanding a response.

The media and members of the community are already putting pressure on her

and she wants to know who is at fault and what will be done about it.

The department has specific procedures to follow when officers are confronted with situations like this and

all officers recently completed a refresher course in this procedure.

T

o what extent this procedure was or

was not followed remains to be determined through an official investigation.

The chief has asked the union president and chief steward to meet in his office because a suspension with

pay is likely

, pending the investigation. He knows that the media has a habit of seeking statements from the

union in times like this, as well, and is concerned about how that will af

fect this crisis situation.

The union leadership is also wary of the media’

s request for a statement.

They have not had a chance

to learn from the officers involved or any witnesses what actually occurred.

A

man was shot and that is

something that they wish to avoid.

That it was a Latino man in a Latino neighborhood makes the situation

potentially more difficult.

The union has a responsibility to represent its members and it does not want the

fate of the two officers decided in, by

, or through the media.

Y

et, the union leaders acknowledge that there

will be emergency paid suspensions for the two officers until the whole matter is sorted out and any other

appropriate actions are taken or found to be without merit.

The task:

The police chief calls for an emergency meeting with the police union president.

The chief brings several

other managers whose input is important or who may have some involvement in whatever they decide.

The

chief steward as well as several others from the union’

s executive board joins the union president.

The chief

calls the meeting to order and states that he is seeking the union’

s involvement in deciding how best to

respond to this crisis.

Apply the interest-based method to this task

Reminder

In addition to following the interest-based method, it might be useful to review the “10

things that police unions and police managers do to mess up their relationship,” that

are listed below, which management and labor are often prone to make during a

high-profile crisis. A more detailed discussion of these appears within Police Labor-Management Relations (Vol. I):A Guide for Implementing Change, Making Reforms,

and Handling Crises for Managers and Union Leaders.

•Assuming the traditional roles

played by police management and police unions in every situation.

•Rushing to judgment.

•Ignoring or not recognizing the pressures on police management

or police union leaders during a crisis or controversy.

  • Defending the indefensible.

Over-reacting, retaliating, and

making

personal

attacks

during

a

crisis

or

controversy.

Forgetting

that

elected

officials

do

not

like

waves

and

all

battles

are

won

and

lost

in

the court of public opinion.

Forgetting to use common sense


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