State of Georgia P.O.S.T. Accredits IBAR Critical Thinking Method

 

 

FOR IMMEDIATE RELEASE:      

 

Wini Alexander

Director of Communications

(410) 382-3479

ibarcriticalthinkingmethod.com

 

State of Georgia Peace Officer Standards and Training Council Accredits IBAR Workshop

(Atlanta, GA)—August 12, 2015 Core Edge Image & Charisma Institute granted approval by the Georgia P.O.S.T. Council to offer six credit hours for its IBAR Critical Thinking Method (IBAR) workshop to law enforcement personnel.

 

As a hands-on, critical thinking method, IBAR is influenced by the legal analysis used in American law schools, but geared to the rank and file. IBAR works to provide law enforcement officers with advanced critical thinking skills, which are especially timely in light of the recent national controversies regarding police officers interacting with minority communities.

 

The objective of this workshop is to help police personnel enhance their professionalism, as well as curtail liability and litigation concerns by administering a systematic approach to decision making and problem solving.

 

The Georgia P.O.S.T. Council mandates training for the 50,000+ peace officers within the state. Additionally, all Georgia peace officers are required to take 20 hours of training annually to maintain their peace officer certification.

 

One metro Atlanta police department has weighed in on the IBAR Critical Thinking Method: MARTA Police Chief, Wanda Dunham felt that her department needed to focus more on critical thinking skills to ensure that departmental resources were being utilized efficiently. Chief Dunham said, “The IBAR Critical Thinking Method effectively takes you through the critical thinking process with clarity and symmetry, leading to a desired outcome. I like the system.”

 

Core Edge Image & Charisma Institute founder and developer of IBAR, Edward Brown, said, “The complexities and challenges facing law enforcement today require a smarter and more intelligent police force. If we are able to assist in further professionalizing and enhancing the face of police departments, we are doing what’s best for society as well as the best interest of officers.”

 

These 1-day workshops will be held at The Georgian Club, 100 Galleria Pkwy., Suite 1700, Atlanta, GA 30339, 9am-4pm, on September 16th, 23rd, and 30th. For registration and details, visit: http://go.ibarcriticalthinkingmethod.com/workshops-1 or call: (678) 698-3386 directly.

  

About Georgia P.O.S.T.:

 

It is the mission of the Georgia Peace Officer Standards and Training Council (P.O.S.T.) to provide the citizens of Georgia with qualified, professionally-trained, ethical and competent peace officers and criminal justice professionals.

 

About MARTA:

 

The Metropolitan Atlanta Rapid Transit Authority (MARTA) provides bus and rapid rail service to the Atlanta metropolitan area. The ninth-largest transit system in the United States, MARTA serves an average of more than 550,000 passengers a day.

 

About Core Edge Image & Charisma Institute, Inc.:

 

Core Edge Image & Charisma Institute is an applied research and Internet marketing company that creates digital products and services to solve problems in niche markets. Core Edge Image & Charisma Institute was founded in Atlanta in 2002.

For media inquiries regarding IBAR Workshop individuals are encouraged to contact the Director of Communications, Wini Alexander directly at (410) 382-3479 or via email at info@core-edge.com. To learn more about the company, please visit: ibarcriticalthinkingmethod.com.

 

# # #

 

 

 

 

 

 

How the "Selfish Gene Theory" Helps Police Morale

Edward Brown, M.S.

Richard Dawkins posited in The Selfish Gene, “Be warned that if you wish, as I do, to build a society in which individuals cooperate generously and unselfishly towards a common good, you can expect little help from biological nature.  Let us try to teach generosity and altruism, because we are born selfish.” (p.3) Dawkins’ premise is that the biological need for our DNA to preserve itself for future generations is at the heart our selfishness.  Although Dawkins talked about selfishness in biology, a similar need exists socially and culturally.  Any discussion involving police morale has to take into consideration the selfish or self-interests of police personnel.  In the last sixty-years, theories within employee motivation have attempted to align employee motivation with organizational development.  Unfortunately, this purported alignment has been at the hands of researchers and consultants, not organizational leaders who have the most to gain or lose with employee motivation.

Edward Brown, M.S., of Core Edge Police Professional Development provides answers to questions on the validity and viability of the Selfish Gene Theory on police morale.

Q: In your interpretation of Dawkins’ Selfish Gene Theory, What does it mean for police morale?

Brown:  Essentially, it means that the mission of police departments cannot be effectively manifested unless the selfish interests of employees are satisfied.

Q: This seems to fly in the face of the structure of paramilitary organizations. How can departmental discipline be maintained without strict order to accomplishing a mission?

Brown: In this context, selfishness is not encouraging chaos or disorder, but aligning the self-interest of the employee with the mission of the police department. During the hiring process, besides examining the background and credibility of the applicant, recruiters should be negotiating the self-interests of the applicant with benchmarks for achieving departmental goals.  What’s most important to the applicant upon hiring? Money? Days off? Career development? By striking a deal upon hiring an applicant, the environment has already been established for achieving satisfaction within the department upon meeting certain measurable goals.  Consequently, each employee has a roadmap to follow which becomes part of a police department’s growth trajectory.  With this thinking, police departments begin operating as businesses, specializing in human capital.

Q: How does this compare to what’s currently being practiced?

Brown: If in the future, I want to become a chief of police, what is the process? How about a major? A captain? It is understood that there are a limited number of available slots for supervisors. But, if my interest is career development, are there opportunities for me to lead? Can I assume special projects that I’m passionate about that will positively affect the department’s mission?  In a 30-year career, are there sufficient opportunities for police personnel to be transferred easily to stay fresh in learning new skills to stave off burnout? The police human resources department would have to do more monitoring of assignments commensurate with the stated goals of the employee; insuring that the self-interest of the employee aligning with departmental goals is continuously flowing.  How about after 5 years of service, a human resources manager calls an employee into his office and says, “When you got hired 5 years ago, you stated that you wanted more leadership opportunities. Have you been offered those opportunities? Have you taken advantage of these opportunities afforded to you? If not, why not?” For the first time, morale becomes a shared responsibility between the department and employee.

Q: Sounds idealistic, but doable. What are the pitfalls?

Brown: Well, as I stated earlier, the human resources department would need more personnel to monitor this progressive system. Given the restraints on police budgets, hiring new human resources employees might be challenging. Also, employees under the traditional system whose self-interest was never considered might not be optimistic or willing to participate.  They may opt to merely co-exist until it’s time to retire. Lastly, department leaders may have a challenging time buying into how assignments are delegated and the value of considering the self-interest of employees for organizational development.

Q: That sounds about right. If the current system has worked, why change it?

Brown: Has it worked? It worked moderately 25 years ago when I joined the Atlanta Police Department. Now we have the Millennial Generation assuming control soon, the Internet requiring dedicated and enthusiastic officers willing to go to the ends of the earth to catch cybercriminals, and a disloyal workforce who have experienced a mountain of political and financial scandals in the last 40 years.  Unless police departments respond effectively to current challenges, they will be limping into the 22^nd century resembling a scene from “Escape From New York.” 

Q: People who make money off of talking about the problems within police departments seem to always have visions of doom.  You all seem to make the problem appear more severe than what it really is. Do police leaders share your gloom and doom outlook?

Brown: Great point. Police departments have two (2) things that have traditionally worked for them: 1.) A monopoly and 2.) Guaranteed revenue through tax dollars. Police departments don’t have to compete directly against another police department within its jurisdiction for services. And departmental revenue does not rely on the buying power of local citizens, like retail stores.  However, citizens are changing the game by annexing themselves from larger cities by incorporating into new ones.  With these new cities, come new police departments. So the traditional monopoly is broken and old tax dollars are funneled into the new government.  Where are these new police supervisors and police officers coming from? They are being poached from existing police departments for better pay, more opportunities, and heightened enthusiasm. Therefore, citizens operating in their own self-interest for better police services are creating new governments. In politics, there is an old saying that there are no permanent friends or permanent enemies, only permanent interests. Addressing employee self-interest is in the best interest of police departments.

For more information on morale building strategies for your department, visit: The A-Team: How to Be a Top Police Department in Recruiting, Training & Retaining Employees.  Available now at: http://www.amazon.com/dp/B00HFZO2V6   

Reference(s)

Dawkins, R. (1989). The Selfish Gene. New York: Oxford University Press.

5 Things Police Leaders Should Never Do When Speaking Publicly

Edward Brown, M.S.

  

Quite often, police chiefs who have come up through the ranks feel that effective public speaking isn’t necessary for doing their job. After all, they made it this far without being inspiring or persuasive in their communications. Besides, departmental messages can be handled by the police spokesperson. But, imagine if you could become a savior to your department when effective communication is most needed?  When a community leader galvanizes a group to protest a police action, what could you say to get that same group on your side?  Could you be more persuasive when attempting to get the city council to give your department more resources than fire and sanitation services? No matter what skills got you to the “Top Cop” position, the skills most needed in today’s society are the ability to persuade, inspire, and influence constituents under dire situations. The following are five (5) things police leaders should never do when speaking publicly:

1. Do not address an audience or constituent without adequate preparation. It is important for police leaders to become skilled at impromptu or “spontaneous” speaking. Having an outline that addresses a problem, its genesis, a solution, and a call to action, becomes essential under any circumstance where a department’s confidence and brand are on the line. You should never try to “wing it” or come up with something flat-footed. Even the best speakers make preparations seem spontaneous.

2. Do not leave critical messages in the hands of a police spokesperson.  A police chief should handle critical issues such as budget cuts, employee furloughs, injuries, and officer deaths. Departmental personnel and the public are looking for encouraging words to ensure that the department shows sympathy when an officer goes down and decreases the public’s fear when a dangerous person is running rampant.  These times are especially important for police chiefs and command staffs to rise to the occasion by possessing finely honed public speaking skills.

3. Do not give perfunctory, emotionless presentations. When people experience a loss or hardship, they want to know that someone in authority empathizes with their pain. The standard, emotionless response that police chiefs typically provide does not help ease departmental or public pain. Furthermore, departmental good will is lost when chiefs lack the confidence to become emotionally vulnerable in a time of need. It isn’t necessary that a chief breaks down publicly, but there should be some evidence that he has a heartbeat.

4. Do not leave nonessential information unsaid. There are many times when an ongoing investigation prevents police leaders from divulging pertinent information. An active case requires that critical information remain sealed to either clear up a case or develop evidence for later prosecution. However, controlling public and media messages is all about controlling the conversation. Steer the conversation in a way where you control the tone and mood of the information that is revealed. “No comment” remarks create more intrigue and fodder for rumors than mere explanation of what can be disclosed. Always set the stage on your terms and emphasize a commitment to resolving the case, issue, or controversy as soon as possible.

5. Do not give the same exact presentation to different constituents. Although a message may be the same, the delivery and nuance of each audience requires changes based on constituent’s needs.  If you speak to the Rotary Club, change the same presentation to meet the needs of a Neighborhood Planning Unit (NPU). By being aware of the subtle, yet important, differences between each forum, you won’t be labeled a mere politician who does not understand that audiences often overlap. 

The borderless Internet and the global media make effective public speaking paramount for police leaders. The days of police activities remaining local are over. Police leaders have to become acutely aware that while their jurisdictions may be limited, the reach of their messages is unlimited.  One day, you may be a police chief in a city or county with very little activity. The next day, you may be the face and voice of a monumental event.  Become a master communicator that constituents can be proud of rather than a police leader who is proficient at the administrative aspects of policing, but oratorically ill equipped.

For more information on how police leaders can become more persuasive and influential in their public speaking skills, visit: http://plr.coreedgeprivatelabelrights.com

3 Speaking Tips for Police Leaders to Communicate More Effectively with Citizens

Imagine  being able to enter any public forum where you have to give a presentation, respond to an incident, or persuade a Neighborhood Planning Unit (NPU) that your police department is proactively addressing their needs. As a police chief, command staff, or supervisor, your ability to influence and persuade citizens within your jurisdiction hinges on your ability to tap into their self-interest and deepest concerns. The following three (3) tips will put you on the road to becoming a more persuasive public speaker:

1. Understand and articulate the problem. By understanding the problem that plagues citizens, you can become more empathetic when you speak. What pain are citizens facing that you are empowered to solve?  Is there a short-term or long-term solution? Will you need buy-in from other sources to achieve a desired outcome? By becoming emotionally and psychologically clear about the core needs of citizens, you can easily persuade them through understanding their pain and speaking directly to it. 

2. Become a better storyteller. Police leaders who merely recite facts are the least persuasive. As you delve into the emotional pain of your citizens, tell a story that suggests that they are not alone. Individuals often believe that they are the only ones having a particular experience. By vividly describing a similar event that happened and its resolution, it brings comfort to citizens.  Citizens want solutions that are immediate or just around the corner. 


3. Develop a call to action that creates a partnership with citizens. There is an old saying that people support what they help create. Make sure you include citizens in the brainstorming process and ensure that there is some accountability and monitoring by them. Without a partnership, the relationship between a police department and citizens becomes one-sided.  In other words, citizens look for a police department to solely solve problems that citizens are in the best position to facilitate.  For example, recommend that citizens keep regular logs or videos as evidence to helping solve crimes, and then police personnel can facilitate the enforcement component, which police are responsible for doing.

Citizens can be your best allies or worst enemies. By understanding the emotional and psychological needs of any group, you are in a better position to influence behavior that not only cuts down on crime, but mobilizes political action by citizens that will be a benefit for gaining greater departmental resources.

To receive more information for developing persuasive public speaking skills for law enforcement leaders, visit: http://policerecruitmentandselection.core-edge.com/events