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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. Needs a introduction, follow each step, and write conclusion
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.
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
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Applying the Interest-Based, Problem-Solving
Method
Applying the Interest-Based, Problem-Solving Method
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.
Step 2. Identify Interests
•
Identify stakeholders and their interests
•
Clarify
•
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