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25
Chapter 5
DECISION MAKING AND PROBLEM SOLVING AS A MANAGER
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Chapter 5 Learning Objectives
After completing this chapter, students will know
• What fosters a decision-making, problem-solving environment
• What levels of decision making exist
• What kinds of decisions managers must make
• What functions may be served by the brain’s left and right sides
• What basic methods are commonly used to make decisions or solve problems
Chapter 5 Outline
Introduction
A Decision-Making, Problem-Solving Environment
Kinds of Decisions
Whole Brain Research
Emotional Intelligence
Basic Methods for Making Decisions or Problem Solving
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More Complex Decision-Making/Problem-Solving Processes
The Seven-Step Decision-Making/Problem-Solving Process
Define the Problem
Gather the Facts
Generate Alternatives
Problem Solving Policing
Scanning
Analysis
Response
Assessment
The SARA Model in Action
Scanning
Creativity and Innovation
Thinking Traps and Mental Locks
Killer Phrases
Common Mistakes
Legal Decisions
Vicarious Liability
Reducing the Outcome of Civil Lawsuits
Chapter 5 Summary
Diversity, disagreement and risk taking help foster a decision-making, problem-solving
environment. Decisions may be strategic—executive level; administrative—middle
management level; or operational—first-line level. Decisions may also be classified as
command, consultative or consensual.
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Basic methods for making decisions range from using intuition and snap decisions to
using a computer, with a systematic individual or group approach in between.
All levels of the police department benefit from group participation in the decision-making
process. Many approaches to problem solving seek solutions through brainstorming. To
make brainstorming sessions effective, ensure that participants are prepared, write down all
ideas, allow no criticizing of ideas and have a definite ending time.
The SARA model problem-solving process involves four steps: scanning (identifying the
problem), analysis (looking at alternatives), response (implementing an alternative) and
assessment (evaluating the results).
Often synonymous with innovation, creativity can be hindered by thinking traps, mental
locks and killer phrases. Common thinking traps include being stuck in black/white,
either/or thinking; being too quick in deciding; making decisions based on personal
feelings about the proposer of an idea; being a victim of personal habits and prejudices;
Instructor’s Manual
Chapter 5 Key Terms
Abilene paradox begins innocently, with everyone in a group agreeing that a
particular problem exists; later, when it comes time to discuss solutions, no one
expresses a viewpoint that differs from what appears to be the group’s consensus,
cross flow message stating a problem and asking other units if they have
encountered the same thing and, if so, what they did about it.
cross tell one department alerts other departments about a mistake revealed during
inspection.
attainment than enhancing it.
GIGO computer acronym for “garbage in, garbage out.”
groupthink the negative tendency for members of a group to submit to peer
pressure and endorse the majority opinion even if it individually is unacceptable.
impact evaluation an assessment to determine whether a problem declined.
Chapter 5: Decision Making and Problem Solving as a Manager
qualitative data examines the excellence (quality) of the response—that is, how
satisfied were the officers and the citizens; most frequently determined by surveys,
focus groups or tracking of complaints and compliments.
Classroom Discussion Questions
1. Consider all the thinking traps people tend to use. Which ones do you encounter
most in your own thinking? Which do you believe inhibit your learning process?
2. Many people believe that debate is healthy for problem solving. Pick a subject
that requires decision. Divide students into teams. Have them present and identify
the aspects that would best help prove their solution is right.
6. Do you support the findings of wholebrain research? If not, what problems do you
see?
7. Can you give an example of when intuition has been important in a decision you
have made?
8. Are you comfortable making snap decisions? If so, about what? If not, why not?
9. What would your model of decision making look like?
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13. Of the systematic approaches to problem solving, which seems the most practical
to you?
14. What is the greatest problem you think law enforcement is facing today? What
approaches would you use to attack it?
Student Activities
1. Find a recent journal article that describes in depth how problem solving has been
applied by a law enforcement agency. Outline the article. Then decide whether the
agency used the SARA approach to problem solving. If not, what approach did
they use? Be prepared to share your findings with the class.
Challenge Five
Lt. Johnson is in charge of the patrol division of the Greenfield Police Department. While
reviewing activity logs and police reports, he detects an increase in residential burglaries
during the previous month. The burglaries are being reported on the afternoon shift when
residents return home from work. Most of burglaries are occurring in one neighborhood.
Lt. Johnson calls the afternoon patrol supervisor to inquire about the burglaries. The
supervisor tells him he is aware of the problem and has been assigning officers to patrol
the neighborhood. The supervisor notes that the burglaries are all on Thursdays and
Fridays, but adds, “It’s like trying to find a needle in a hay stack.”
Chapter 5: Decision Making and Problem Solving as a Manager
Challenge Five Questions and Suggested Answers
1. How might Lt. Johnson address the burglary problem more effectively?
This situation is well suited for a problem-solving approach. Organizing the right
2. If Lt. Johnson decides on a problem solving approach, who should he include in his
group of problem solvers? Be creative.
Lt. Johnson should include representatives from all the patrol shifts and the
investigative division. Providing everyone with all the information enhances
everyone’s ability to be creative problem solvers. It’s likely that the burglaries are
3. Can you suggest how inviting the high school principal, the owner of the local arcade
and residents from the neighborhood where the burglaries are occurring might be
helpful?
These people all have individual problems that may be the result of a larger
community problem. They could offer new information to the police and each other.
4. Suggest a single problem that may be causing other problems in the community.
Addressing the truancy problem at the high school will probably resolve the problem
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5. How could this problem-solving group be used is the future?
Problem-solving partnerships also work well for preventing future problems. The
