Category Archives: Training

Advanced Officer Training Day

“If you want something you’ve never had, then you’ve got to do something you’ve never done.”    ~ Thomas Jefferson

Recently, I participated in a testing process to become the supervisor of our police department’s Advanced Training Unit. This unit’s mission is to provide training on every major topic within law enforcement to 400 sworn annually – firearms, tactics, driving, reality-based training scenarios, legal updates, defensive tactics, etc.

As I was preparing for the testing process, I spoke to the 3 officers and 2 civilians that are assigned to the unit to assess what the biggest challenges are. In speaking with each of them individually, the one common theme was the perspective that department training had become something officers “have to do” and not something they “get to do.” I recognized this to be a culture issue throughout the department because, I too, had experience some of these same feelings as an officer and a patrol supervisor. Trainings felt like they were just the same old thing, but a different year.

When I was given the job of Advanced Training Unit Sergeant, I knew that the first significant move needed to be finding a way to help alter the department’s culture regarding training. It does not do any good to have awesome training activities/classes if only 30% of the department shows up and officers are looking to just do the minimum in order to stay certified.

I first met with the unit’s primary instructors as a team. We discussed what we believed may be the various causes of this culture that is so stagnant to learning. Then in response to those, we looked at what we could control in order to start addressing some of those issues. First, we discussed altering the times training was available. Instead of doing things on “banker’s hours,” we needed to be flexible and offer learning opportunities at various hours, including nights and weekends. It also meant leaving the training building and taking learning out to the 4 districts throughout the city. Then we talked about how we could apply our 4 Squad Culture Tenants of Positivity, Activity, Teamability, and Humility as instructors. This was going to be our new P.A.T.H. If we wanted the officers to demonstrate this kind of culture as learners, it was necessary for us to recognize that it starts with us demonstrating Positivity, Activity, Teamability, and Humility first. Lastly, we came up with the idea of creating the Advanced Officer Training Day because it was not going to be enough to talk about it; we needed to show everyone what was happening in the training unit.

The Advanced Officer Training Day was designed to be an internal conference-style training event to make learning policing fun again and share our new training philosophy. It order to avoid issues with staffing and overtime, 2 months prior to the training, every sergeant of each squad/unit was asked to nominate one person to attend the training. We asked for them to send who they considered to be the most hard working, informal leader of their squad/unit. This created a recognition opportunity for the sergeants and guaranteed that our audience would be comprised of the biggest line-level influencers in the department. The total number of officers was capped at 42 so we could make each class a small, intimate learning environment where they were encouraged to work as a team.

The next question became what did we want to teach? We reached out to our various connections throughout the department and came up with these 6 learning opportunities:

  1. Officer Down and Contact/Crisis Team Decision Making – This was an interactive class that took place in and around the department’s shoot house. The officers would be put into multiple scenarios with ever changing details that would force them to make quick decisions and implement plans regarding saving a downed officer or making entry into a structure. Once inside of the structure, they were then pushed to making more decisions regarding pushing, holding, or tactically retreating based up the circumstances.

 

  1. Effective Courtroom Testimony – This class was developed by an officer with a vast amount of courtroom testimony experience and two attorneys from the city prosecutor’s office. There was a quick presentation regarding testifying in court and then the students were each given a mock departmental report. They were to review the report as if it were their own and then would be put on the stand in the mock courtroom that had been set up in the back of the classroom. One of the attorneys played the part of a prosecutor and the other played the role of a defense attorney. Debriefs, questions, and comments were made after each officer had their turn on the stand.

 

  1. Drug Impairment Beyond DUI – This class was prepared by the department’s most experienced Drug Recognition Expert (DRE). Officers reviewed the signs/symptoms of the 7 major drug categories that cause impairment and then discussed what other uses there are for this type of information beyond DUI enforcement. They discussed use of force reporting, interviewing techniques, identifying search/seizure opportunities, articulating the development of PC for searches, and multiple officer safety considerations. This classes was specifically designed to take very specific information usually taught in reference to DUI enforcement and generalize its application to all of policing.

 

  1. Advanced Pistol Range – The Firearms Staff was given the opportunity to present some fun, challenging firearms drills to push the students to the limits of their shooting abilities. These drills while fun and challenging still forced the shooters to focus on the basic fundamentals of marksmanship while also utilizing movement, cover, distance, etc to successfully complete the drills.

 

  1. Traffic Stop Quick Reaction Drills – On the driving track, officers were placed into a fully marked patrol car, asked to drive ¼ lap around the track, and then pull up behind the mock offender vehicle. They then were expected to react to whatever occurred from there. Scenarios ranged from a regular traffic stop where nothing of consequence occurred all the way up to one where the suspect jumps out of the car and rushes the patrol car. This was done in a fast paced, small group format and each scenarios was debriefed with the group using a Socratic questioning method to bring out the information the instructor was looking to emphasize. If mistakes occurred or there was a better suggestion for handling the situation, officers were given the chance to redo it and learn from the first attempt.

 

  1. P-R-I-D-E Adaptive Decision-Making – This class introduced officers to the P-R-I-D-E Adaptive Decision-Making Model and the utilization of “Policing Priorities” to guide their decision-making. This model discusses situational awareness and making both fast and slow decisions. Being introduced to this model provided the officers with a common language to discuss the various decisions they were making in the other classes throughout the day. This model was developed by Thin Blue Line of Leadership and you can read more about it here.

 

This is what the schedule of the day looked like . . .

0800 – 0830         Welcome/Sign Up for Breakout Sessions

0840 – 1030         Breakout Session #1

1040 – 1230         Breakout Session #2

1230 – 1330         Lunch

1330 – 1520         Breakout Session #3

1530 – 1720         Breakout Session #4

1730 – 1800         Conclusion/Feedback Critiques

As you may be noticing, there are only 4 Breakout Session times, but 6 classes offered. This was a key factor in getting buy-in from the officers by giving them the opportunity to develop their own day of training. They got to pick the 4 classes they were most interested in attending.

Three of the classes were more firearms/tactical outdoor oriented and the other three classes were more traditional classroom-based learning opportunities. So, if an officer leaned heavily one way or the other, they were forced to try at least one other style of activity and push them outside of their “comfort zone.” Sign-up sheets were utilized to organize distribution of the officers among the classes and were capped at 7 officers per class.

In order to help spread the lessons learned, the officers that attended were given network access to all of the lesson plans, PowerPoints, and reference materials so they could create small blocks of briefing trainings for their squads/units to help spread the information further. The training made use of these influencers to not only spread the word about the changes going on within the training unit, but also the actual lessons taught in the classes. If officers do not feel comfortable teaching the information, then they had at least developed a connection to an instructor that could.

The Advanced Officer Training Day was run for the first time on Wednesday, April 19. It was an extremely successful event and was very well received by the officers in attendance. Anytime an officer leaves a comment that says lunch was too long and we could have saved time there to make the classes longer, then you know you have done something right. As expected, getting to pick the classes they wanted to attend was recognized as an integral piece to the success of the day. Other comments also recognized the instructors for representing the P.A.T.H. Instructor Philosophy which assisted in making the entire environment a more positive one geared towards learning. The department plans to run the Advanced Officer Training Day twice a year, so this will become an expected event and something others will be clamoring to attend all because they “get to,” not because they “have to.”

Well, this is not the typical leadership blog that comes from Thin Blue Line of Leadership, but packed within this blog are multiple leadership lessons and it also shares a tangible idea for other departments to consider as a unique training option. If you have questions about the Advanced Officer Training Day, feel free to comment at the bottom of this post or DM us on Twitter.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!

TBLL: Table of Contents

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership and culture development tactics. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help. Click on any of the titles to be taken directly to that particular blog.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. You can follow us on Twitter at @tbl_leadership or check us out on Facebook.

Continue saving the world one call at a time and, as always, LEAD ON!

06/25/14              Welcome to Thin Blue Line of Leadership

06/25/14              Thin Blue Line of Leadership Logo Explanation

06/29/14              Law Enforcement Lingo 101

07/10/14              Defining the Thin Blue Line Leader

07/17/14              Power, Passion, People, and Production

07/24/14              14 Ways to Create a Positive Squad Culture

08/07/14              3 Keys to Squad Expectation Success

08/14/14              Saving the World One Call at a Time

08/27/14             6 Ways to Positively Influence Officer Behavior

09/04/14             The 3 Accountability Relationships in Law Enforcement

09/30/14             Welcome to the Squad: New Officer Checklist

10/23/14              5 Basic Leadership Lessons

11/23/14               Law Enforcement Recognition Idea

12/17/14               Intentional Culture

01/07/15              Confusion of Sacrifice

01/21/15               Don’t Get Captured

02/09/15             Change and Reputation

02/19/15              Insubordination?

03/25/15              The 10 Law Enforcement Leadership Commandments

04/07/15              A Law Enforcement Leadership Reward

04/14/15              Good to Great: A Law Enforcement Leader’s Viewpoint

05/18/15              BRIEFING IDEA: What makes a great beat cop?

06/02/15             Shifting Gears in Policing

06/23/15              4 Keys to Building Influence

07/15/15              5 Killers of Positive Culture

07/23/15              10 Keys to a Successful Oral Board

08/03/15              Creating “Wow” Moments in Policing

08/10/15              5 Steps to Develop Squad Culture

09/23/15              7 Core Values for Building a Team – Part 1

09/29/15              7 Core Values for Building a Team – Part 2

01/19/16               Transactional vs. Relational Policing

02/16/16               3 Components to Law Enforcement Leadership

02/29/16              HELP WANTED: Police Officers

03/16/16               Culture in Just 4 Words

03/29/16               A Simple Gesture

04/27/16               Trickle-Down Leadership

05/11/16                 10 Steps to Teaching Leadership in Law Enforcement – Part 1

05/25/16                10 Steps to Teaching Leadership in Law Enforcement – Part 2

06/08/16                3 Signs of a Miserable Law Enforcement Job

07/12/16                 TBLL Leadership Reading List

10/26/16                 10 Tips for New Sergeants

11/01/16                  PRIDE Adaptive Decision-Making Loop

11/16/16                  The 3 PRIDE Loops

11/30/16                  Leading with P-R-I-D-E

12/07/16                  Predictive Policing

01/09/17                 Briefing with Purpose

Briefing with Purpose

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” ~ Colin Powell
Success is absolutely about preparation, hard work, and learning from failure. As a leader of people, you have taken on the challenge of doing everything within your power to make your people successful. One of the best places to start doing that with your officers is in the briefing room. In law enforcement, the time that you get to spend with your entire squad together is extremely limited; therefore, it is up to you to make the most of it.

In my department, each patrol shift starts with a 30 minute briefing conducted by the squad sergeant. This is the only time that the squad has the opportunity to be together in same place at the same time without the next call for service pulling us away. (Most of the time.) There are many purposeful activities that can fill this time, but unfortunately they often just turn into “bull sessions” with no real purpose and become a waste of everyone’s time. Don’t get me wrong, there is a time and a place to have unplanned, open discussions in briefing so long as there is a purpose to it and it is not just a default due to a lack of planning on the part of the supervisor.

Prior to being a police officer, I was a math teacher for just shy of 7 years. I was educated on the importance of lesson planning, building themes, identifying “teachable” moments, and organizing curriculum. When you walk into a classroom of 30+ teenagers every day, you quickly come to understand how important organization is to facilitating effective learning. When I promoted to sergeant, these same lessons came flooding back to me and I found ways to modify the concepts to work within the given 30 minute briefing times I had.

As a patrol sergeant, I work four 10 hour shifts a week. I try to stay at least one week ahead with whatever I am planning for briefing training so I have some idea of where I am going and have time to gather resources or create them. With that being said, it is vital to not be overly invested in the briefing plan because things occasionally come up that may take precedent; such as a major call for service that needs to be discussed that offers some “teachable” moments. Below is an example of the form I used to plan my briefings . . .

lesson

Here was the thinking behind how my weekly planning was organized. DAY 1 was typically reserved for administrative topics. All of the emails, criminal info bulletins, policy updates, and more that needed to be to be shared with the whole squad were saved over the weekend for this day. The last thing I ever wanted was for administrative stuff to take over all of my briefings. I also found that the first day back to work for the week was usually not the best day for conducting briefing training. Once the admin stuff was out of the way, then I would end the briefing by recognizing some of the good work from the week before to start us off positively. This recognition was with the express intent of wanting to see those specific actions, attitudes, or efforts repeated by the squad.

DAY 2 and DAY 3 were reserved for Briefing Training. These could include any number of topics and may involve bringing in a guest speaker from another part of the department, using a short PowerPoint, leading a discussion on our successes/failures from a call, conducting a demonstration, putting together a scenario, watching a police-related video then discussing how it relates to our policies/practices/state laws, etc. There are so many great topics and activities related to our profession that can fit into a 30 minute time period to instigate learning and/or create culture. Ultimately, when planning briefing training, we are not trying to certify officers in anything, just share information so we are all on the same page.

DAY 4 was usually more relaxed. I would lead a discussion called “What did you learn?” in which each member of the squad would talk about one thing they learned or did differently this week on a call and if it was or was not successful. Finally, I would always end the last briefing of the week by recognizing some more of the fine work that had been done by my officers that supported our positive squad culture. There would also be an opportunity for them to recognize each other for things I may not have seen.

At the bottom of the weekly plan was a list of all of my officers. This gave me the ability to know who was or was not in briefing on a given day so either myself or an informal leader on the squad could follow up with them later regarding what we covered. As mentioned above, the power of having briefings with purpose comes from everyone being on the same page. Without this follow-up, you fall short on one of the best parts of having organized briefing plans.

With purpose, there is power. Time with the entire squad together allows a leader to communicate specific messages that puts everyone on the same page. This creates opportunities to share the mission, build squad culture, recognize good work, educate on policy/legal updates, discuss success/failures, and much more. Having these types of purposeful briefings are especially beneficial for newer officers, but also serve the purpose of being a reminder to the more senior officers about what is important.

I challenge you to find the time and make the effort to plan briefings with purpose and see the many positive benefits that come from it.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!

The 3 PRIDE Loops

General George S. Patton once said, “A good plan violently executed now is better than a perfect plan executed next week.” He recognized that the most important factor to making a decision is time. How much time is available before the circumstances will change for the worse? One second, one minute, one hour, one day, or one week? General Patton knew that there was not much time in war before decisions had to be made, but when not in the fog of war, sometimes time is on your side and sometimes it is not.

pride

In developing the PRIDE Adaptive Decision-Making Model, the exact same constraints regarding time were evident. Hence, the React Phase became the most critical component of the entire model because good decision-making hinges on a person’s ability to quickly assess, on limited information, if a significant decision must be made and, if so, how much time is available to make it in?

Within the PRIDE Adaptive Decision-Making Model are 3 distinctive loops. Each of these loops serves a specific purpose in the process of making safe, sound decisions. This blog is going to reference the 3 loops within the PRIDE Adaptive Decision-Making Model in terms of how they apply to a police officer’s decision-making. These loops could just as easily be applied to any other profession which requires making decisions during moments of VUCA (volatility, uncertainty, chaos, and anxiety) where time is the critical factor.

Let’s explore these 3 loops . . .

Predict-React-Evaluate (P-R-E) Loop: This is the smallest of the loops, but one of the most vital when it comes to keeping officers safe. Predict-React-Evaluate is not used for making decisions of significance, but it does serve the purpose of maintaining a state of situational awareness. The P-R-E Loop is a continuously running loop within an officer’s mind which keeps him or her aware of their current circumstances and is searching for the next opportunity to make a decision of significance.

In an article shared recently by Patrick Van Horne, co-author of “Left of Bang”, Dr. Mica R. Endsley defined situational awareness with three levels: Level 1: Perception of Elements in Current Situation, Level 2: Comprehension of Current Situation, and Level 3: Projection of Future Status. In essence, the P-R-E Loop includes the same levels, but in a slightly different order of occurrence. (Towards a Theory of Situational Awareness in Dynamic Systems; Human Factors; 1995)

To keep an officer from being behind the curve, Predict requires the officer to consider possible circumstances, threats, outcomes, and solutions that may be relevant to the situation at hand. As the officer continues into the situation, they must React by receiving feedback from the actual circumstances they encounter which either confirms or negates their predictions. It also offers updated information, primarily sensory in nature, to add to their next P-R-E Loop. If there is no need for a decision of significance, then they proceed to Evaluate the differences between the Predict/React Phases and return to Predict what may come next. This continual loop of Predict-React-Evaluate provides the officer with a state of situational awareness.

The best of the best officers can do this continually throughout a shift without giving it a second thought. It is the P-R-E Loop that creates situational awareness and leads to good officer safety. On the other hand, when the P-R-E Loop is not being used continuously, that is when officers are complacent and apt to find themselves in ill-advised situations.

Just a Few Examples:

  • Driving in traffic making observations of possible traffic violations.
  • Approaching a call for service location and exiting the patrol vehicle.
  • On a foot patrol in a crowded public area.
  • Many, many more.

Predict-React-Investigate-Decide-Evaluate (P-R-I-D-E) Loop: The largest loop of the PRIDE Adaptive Decision-Making Model encompasses all 5 phases of the adaptive decision-making model. The key factor in utilizing the P-R-I-D-E Loop is that the officer recognizes that time is on their side. There is time to gather new information regarding the decision at hand before needing to make a decision. Because there is more time available and additional information can be gathered, this loop should generate the most developed and effective decisions, but at the cost of time.

The first two steps remain the same, Predict and then React. When recognized in the React Phase that time is available, the officer can investigate the situation further to uncover previously unknown details. Invesitgate could include determining the who, what, when, where, how, and why of the incident. If an officer finds that they are in an unfamiliar situation, they also have time to gather new information from department policies/procedures, state legal statutes, a trusted source for advice, or any other resource that may have relevant information regarding the circumstances. There must also be a level of understanding that the officer will never be able to gather all possible information, but they must try to accumulate as much as they can in the time they have available to them. Once all the new information regarding the situation is brought into consideration, the mind very quickly begins to apply its prioritized knowledge filters while beginning to formulate a decision. As all relevant experience, skill, and knowledge is applied to the situation, then a decision will be forth coming. Upon reaching Decide, deliberate action must be taking to put the decision into motion. As with all of the loops, the final step is to Evaluate the decision and then continue into the next loop.

Just a Few Examples:

  • Making the determination if a crime has or has not been committed during a delayed report call.
  • Making an arrest decision while on a domestic dispute call.
  • Conducting a collision investigation and deciding which driver gets the citation.
  • While part of a contact team with no stimulus present to push the need for entry.
  • A detective using multiple P-R-I-D-E Loops to determine the best course of action for an investigation.

Predict-React-Decide-Evaluate (P-R-D-E) Loop: The P-R-D-E Loop is used to make decisions in the highest stress, most time critical moments. In this loop, an officer is primarily relying on their previous experience to formulate their decisions. There is just not enough time to use a skill that has not been fully developed or academic knowledge that has never been applied to a real situation.  It is within this loop that muscle memory, recognition-primed decision-making, or statements like “my training just kicked in” are used to describe how these types of decisions are formulated. More than anything, human beings trust their prior experience and in these types of situations that is true ten-fold.

The steps of Predict and React occur as they normally would; the React Phase recognizes the situation for what it is and notes that a decision must be made quickly. It must be accepted that because these are high stress moments, incomplete or poor predictions and reactions can occur if training to handle high stress moments has not occurred. Due to the limitation of time, the Investigate Phase is skipped because Decide needs to occur as soon as possible and it must be with the information present. Upon making the decision and the necessary deliberate action occurring, the Evaluate Phase becomes an extremely vital component to a successful P-R-D-E Loop. Rarely will a single decision bring an end to a high VUCA situation. Evaluation of the decision must occur promptly because most likely another critical decision is probably about to be needed.

Just a Few Examples:

  • Shoot or don’t shoot situations.
  • Clearing an intersection while driving Code 3 to a call.
  • Making entry as part of a crisis team.
  • Choosing the appropriate level of force to use during a situation.
  • Negotiating with a suicidal subject to not take their life.
  • Immediately starting C-C-C on a subject that is not breathing.

While each of the loops within the PRIDE Adaptive Decision-Making Model have been written about in isolation, it is importance to recognize that in reality these loops are occurring simultaneously at many different levels. A single call for service could have hundreds of significant decision loops and thousands of smaller less significant decision loops. It is for this reason that officers that are known to be good decision-makers, especially under stress, are so valued in the law enforcement profession.

Now that the individual components and the loops of the PRIDE Adaptive Decision-Making Model have been defined, in the next blog we will discuss how law enforcement leaders can best use this information with their officers. No matter the department, developing sound decision-makers is vital to leading an organization into 21st century policing.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!

PRIDE Adaptive Decision-Making Model

For years, police training has made the mistake of trying to simplify policing by making rigid “if/then” or numerically sequenced “police by numbers” policies. All this has done is create ever-growing books of police operation orders that no one could ever memorize completely. While well intentioned, this type of training ultimately results in developing officers that struggle processing information or handling situations that do not meet the “if/then” policies they were taught. This impedes an officer’s decision-making and puts them at greater risk of making poor decisions which could result in rights violations, getting injured, or possibly killed.

With the current climate surrounding policing, we cannot afford to have officers routinely making poor decisions. We, as supervisors of police officers, also do not want to see our men and women in uniform injured, killed, violate rights, or become the next “what not to do in policing” YouTube sensation. Therefore, it is vital that we recognize the best way to assist our officers is to provide training, both officially at in-service trainings and unofficially in the briefing room, that focuses on decision-making. To be more specific, we need to focus on adaptive decision-making that trains officers to creatively work their way through problems using available information and knowledge base prioritization to come to decisions that are safe, effective, within policy, within the law, and ethically right.

Over the years working with my squads, I developed the PRIDE Adaptive Decision-Making Model. I have trained every one of my officers in this model and have seen it work on every type of call imaginable. Whether it is a traffic stop, burglary report, subject with a weapon, tactical barricade situation, or a collision scene; this model teaches officers to use their knowledge, experience, and skills to adapt and overcome the problems they face from shift to shift.

pride

PREDICT: The PRIDE Adaptive Decision-Making Model starts with predicting what the possible outcomes of a given situation may be or playing the “what if” game, as some like to call it. The better an officer is at visualizing possible outcomes and solutions, the better the concluding decision will be. The amount of prior experience and training an officer has directly correlates to the accuracy of the officer’s predictions regarding what could be coming. Another aspect of predicting is considering the initial role or mindset that would be best suited for the situation – warrior, guardian, enforcer, caregiver, medic, tactician, etc. The major benefit of predicting, especially accurate predictions, is that it lessens both the stress level and the initial reaction time for getting to a decision.

REACT: The next step in the PRIDE Adaptive Decision-Making Model is to React. The officer must react to the reality of the situation they are now presented with in front of them. Does it confirm their prediction or is there new information or situational feedback to update the prediction with? React is based upon human instincts of fight/flight and self-preservation. Officer safety considerations must be part of the initial read of the situation. This step is not solely selfish in nature; it is also goal-oriented based upon the culture and mission of the role the officer is in. The primary questions being answered in this step are . . . Do I need to make a significant decision, do I have time to think, or do I need to make an immediate decision? The amount of VUCA (volatility, uncertainty, chaos, and anxiety) present in the situation will lead the officer to the appropriate next step.

* If no significant decision needs to be made, proceed to evaluate and continue the situational awareness loop.

* If there is time to think and gather more information, proceed to Investigate.

* If there is NO time to think and gather more information, proceed to Decide.

INVESTIGATE: When there is time to think and gather more information, the next step in the PRIDE Adaptive Decision-Making Model is to Investigate. Time to think does not necessarily mean that the danger of a situation is not still real and present, but it means that the officer has reached a point where they can gather new information such as the who, what, when, where, and why of the situation from various sources. It is also the time when an officer that is unfamiliar with this type of situation, can gather relevant information from either their Department Field Orders, State Legal Statutes, or the experience of a trusted source.

filter

In the transition between React and Decide, the specific circumstance of the incident at hand must pass through the officer’s prioritized knowledge filters. As the information flows through the knowledge filters, relevant knowledge gets applied. The filters of a police officer should include their organizational culture, department mission, experience, skills, and knowledge.  The organizational culture and department mission create a lens that should shadow all decisions. This is the reason law enforcement leaders cannot take organizational culture and mission for granted; significant resources, time, and effort should be dedicate to these areas throughout a department. Experience, knowledge, and skills are all obtained through classroom, reality-based, and on-the-street training. Once all applicable knowledge and experience has been applied to the circumstances of the incident, then a decision can be made.

DECIDE: The next step in the PRIDE Adaptive Decision-Making Model is to Decide. When making the final decision, the phrase “take deliberate action” best describes what should be expected of an officer. Deliberate action means that the officer makes the decision and can then articulate their reasoning, intent, and expected outcome(s) clearly and effectively. In the law enforcement world, this usually comes out in the form of a report about the incident that highlights major decision-making points; for example, why force was used or why an arrest was made. Deliberate action also implies that an officer is confident in their decision and proceeded forward without hesitation. Certainty in a decision is absolutely dependent upon the experience, skills, and knowledge the officer brought into the situation to begin with. As the great Peyton Manning once said, “Pressure is something you feel when you don’t know what the hell you are doing.”

EVALUATE: The final step in the PRIDE Adaptive Decision-Making Model is to Evaluate. Evaluation of decisions is critical to the continuation of the adaptive decision-making loop. Was the last decision a success or was it a failure? Both successes and failures lead to learning and add experience which will be available for the officer to draw from in the next revolution of the adaptive decision-making loop. Once an incident is completed and there are no more decisions to be made regarding its outcome, the final part of the Evaluate step is to share what was learned with others. When decision-making processes are shared with others, additional information is gained from their feedback and then added to the officer’s knowledge filters that will be available the next time a similar incident occurs. It also builds up the other officer’s knowledge filters, as well. In turn, both officers are better for discussing the process for formulating the decision(s) that handled the incident.

The PRIDE Decision-Making Model applies to making decisions on both large and small scales. The larger the scale, the more cycles of the loop that will need to be completed before a final outcome can be reached. When steps in the loop are skipped, used out of order, or done in a half-assed manner; that is when no or poor decisions are made.

The applications of the PRIDE Adaptive Decision-Making Model are endless, but its most direct application would be to use it as the basis of a police department’s training program. Whether training in firearms, defensive tactics, emergency driving, report writing, courtroom testimony, tactical operations, handling calls for service, or any other topic, relating it to the PRIDE Adaptive Decision-Making Model will make for better learning outcomes than any rigid “if/then” or numerically sequenced “police by numbers” policies.

Try the PRIDE Adaptive Decision-Making Model out for yourself. Imagine that you received a call for service of a burglary alarm at a residence. Walk yourself through all the decisions that must be made just to handle a simple call like this to test its application.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

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Continue saving the world one call at a time and as always, LEAD ON!