Case Study – The Use of Interest-Based ProblemSolving MethodUsing theInterest-Based, Problem-Solving worksheet on pages 49-51 of PoliceLabor-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, andwrite a report to the City Council outlining the identified interests, possibleoptions, and the reasoning to support one option over another. Very important, Ensure that you fullydisclose the options and impacts to the City and labor union.The paper must be three pages in length (excluding the title andreference pages) and formatted according to APA style. Cite your resources intext 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. ReferencePolzin, M., & DeLord, R.(2006, August). Police labor-management relations (vol. II): Perspective andpractical solution for implementing change, making reforms, and handling crisisfor managers and union leaders. U.S. Department of Justice, Office ofCommunity 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 PoliceLabor-Management Relations (Vol. II) – … U.S. Department of Justice. Officeof 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 PoliceLabor-Management Relations (Vol. I) – COPS … labor-management relations, police integrity, andcommunity oriented policing. ….. and Police Labor-ManagementRelations. (Vol. II): A Guide for Implementing …you can see both books on theinternet CHAPTER FOURApplying the Interest-Based,Problem-Solving Method Applying theInterest-Based, Problem-Solving MethodIntroduction Groups learn the interest-based,problem-solving method best by applying it. In this chapter we present three hypothetical cases to which aninterest-based method could be applied. We provide a worksheet that groups can use to work through eachcase. The worksheet can also be used whenapplying the method to issues and problems that surfacewithin their own departments. Accompanying each case is commentarythat the facilitators can use when reviewing the work of the union-management groups who are learningto apply the method. The commentary should not beconstrued 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 theirunion-management groups to work through the cases and compare their notes with those provided. An Interest-Based, Problem-SolvingWorksheetStep 1. Decide on the Issue. • List everyone’s perspective of the issue • Clarify • Synthesize • Identify the issue – the underlyingcondition that you choose to address • State the issue in writing. Police Labor-Management Relations (Vol. II) Step 2. Identify Interests • Identify stakeholders and theirinterests • 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 againstInterests • 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 anOption • Use consensus to decide • If no solution emerges, discuss, addto, revise, continue to watch for emerging solutions • Establish priorities, if needed • Agree on a solution. Step 6. Develop an ImplementationPlan • Outline the process or sequence oftasks to be completed • Establish a tentative timeline forimplementation • Identify the person(s) responsiblefor each task • Create a mechanism for monitoringprogress and evaluation. Notes: Case #1 : Dealing with the media during ahigh-profile incident Case #: Dealing with the media during ahigh-profile incident Police Labor-Management Relations(Vol. II) The Facts: Around 2:00 PM on a weekday, the communications operatorreceived a call that a man waving a pistol was walking down the middle of thestreet in a neighborhood known to be a high-crime area in which the majority of the residents are Latino. The first police officers to arrivesaw a Latino male about 35 years old walking with what appeared to be a pistol inhis right hand. Children were playing in some of the yards. Neighbors were outside watching the man andcalling 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 stopand started chasing the man when he continued to run. The local TV station heard about the call and directedits traffic helicopter to the scene looking for a story. More police cars were dispatched and more neighbors cameoutside when they heard the police sirens. Two patrol officers finally corneredthe man in an alleyway. Other officers blocked thealleyway to prevent the man from escaping. Acrowd gathered and one woman triedto get past the officers. When she was stopped she started screaming that the manwas her mentally ill son and she did not want the officers to harm him. She wanted to speak to him but theofficers refused to let her pass. The two patrol officers continued towarn the man to drop the pistol but herefused. When he started to raise the pistol the officers fired nine times, striking him six times. The gunshots set off a crowd reaction and the man’s mother fainted. Arumor spread quickly through the crowd that the police had shot amentally ill man. Several youths in the crowd started throwing bottles. More officers arrived and it took themseveral hours to quiet the crowd and restore order. The media arrived in mass with the news stationhelicopter reporting live from the scene. Investigators discovered that the manhad been holding a realistic-lookingwater pistol. The media interviewed the mother atthe scene and she claimed that the police refused to allow her to speak to her son. She argued that thepolice could have wounded him or used nonlethal means. She claimed the police murdered her son. Severalneighborhood men were also interviewed. They reported that they knew the man and that they tried to gethim to go home. They added that they believed thepolice were too quick to shoot Latino men. The two officers involved in theshooting were white. One officer had been on the department 1 year and had just gotten off probation. The other officer was a 5-yearveteran who had been involved in a police-related death the previous year whenhe shot another Latino male who he said attempted to back into him during a traffic stop. Later in the day, the mayor publicly questioned whythe police had to fire nine shots to stop one man. He wanted to know why the police didnot use stun guns or just withdraw and allow the man’s mother to speak to him. The TV, radio, and newspaper reportersarrive at the police station and want a response from the police department for the evening news. The chief wants to do so withcaution. He does not yet have all of the facts. He has not had a chance totalk with either of the officers involved or any other officers who witnessed the event. However, he knows that he has to saysomething. Police relations with the Latino community have improved considerably over the pastyear and this event could set them back considerably. The mayor also isdemanding a response. The media and members of thecommunity are already putting pressure on her and she wants to know who is atfault and what will be done about it. The department has specificprocedures to follow when officers are confronted with situations like this andall officers recently completed arefresher course in this procedure. To what extent this procedure was or was not followed remains to be determinedthrough an official investigation. The chief has asked the unionpresident and chief steward to meet in his office because a suspension with pay is likely, pending the investigation. Heknows 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 affect this crisis situation. The union leadership is also wary ofthe media’s request for a statement. They have not had a chance to learn from the officers involvedor any witnesses what actually occurred. Aman was shot and that is something that they wish to avoid. That it was a Latino man in a Latinoneighborhood makes the situation potentially more difficult. The union has a responsibility torepresent its members and it does not want the fate of the two officers decided in,by, or through the media. Yet, the union leaders acknowledgethat there will be emergency paid suspensionsfor the two officers until the whole matter is sorted out and any other appropriate actions are taken orfound to be without merit. The task: The police chief calls for anemergency meeting with the police union president. The chief brings several other managers whose input isimportant or who may have some involvement in whatever they decide. The chief steward as well as severalothers from the union’s executive board joins the unionpresident. The chief calls the meeting to order andstates that he is seeking the union’s involvement in deciding how bestto respond to this crisis. Apply the interest-based method tothis taskReminder In addition to following theinterest-based method, it might be useful to review the “10 things that police unions and policemanagers do to mess up their relationship,” that are listed below, which managementand labor are often prone to make during a high-profile crisis. A more detaileddiscussion of these appears within Police Labor-Management Relations (Vol. I):AGuide for Implementing Change, Making Reforms, and Handling Crises for Managers andUnion Leaders.•Assuming the traditional roles played by police management andpolice unions in every situation. •Rushing to judgment. •Ignoring or not recognizing thepressures on police management or police union leaders during acrisis 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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