1. CJ 345 Supervision of Police Seminar 6 Tom Piotrowski

2. Seminar Topic Resistance to change is inevitable. Resistance to change is inevitable. We will discuss how an effective supervisor can deal with planned change and unplanned change? We will discuss how an effective supervisor can deal with planned change and unplanned change? We will also address what theories of motivation the supervisor should be aware of. We will also address what theories of motivation the supervisor should be aware of.

3. Change Spencer Johnson Book Spencer Johnson Book Sniff and Scurry two mice that live in a maze Sniff and Scurry two mice that live in a maze Hem and Haw are two little people that do not adapt to change Hem and Haw are two little people that do not adapt to change This is a great book to read.

4. What Causes Change in Police Work? Legal system Legal system Technology Technology Police Unions Police Unions Financial burdens Financial burdens Political changes and differences Political changes and differences Social values- generational Social values- generational

5. Two Types of Change Planned change Planned change Unplanned change Unplanned change

6. Accepting Change Tell them the alternatives Tell them the alternatives Show how it will enhance things Show how it will enhance things Empower them with knowledge about the change Empower them with knowledge about the change Show how it will meet needs Show how it will meet needs When possible, plan for the change When possible, plan for the change

7. Resistance to Change Ambiguity (doubt, uncertainty) Ambiguity (doubt, uncertainty) The Police Culture The Police Culture Controlling discretionary powers Controlling discretionary powers How doe$ thi$ affect my $alary and benefit$????? How doe$ thi$ affect my $alary and benefit$????? Habits Habits Relationships (shift changes, breaks) Relationships (shift changes, breaks) Unpopular decisions Unpopular decisions

8. Nature of Resistance Rational resistance Rational resistance The change creates more problems than it solves. The change creates more problems than it solves. This type of resistance can be positive. This type of resistance can be positive. Emotional resistance Emotional resistance No basis in reason. No basis in reason. Harder to deal with. Harder to deal with.

9. Working for Change Know the issues. Know the issues. Communicate. Communicate. Then communicate some more. Then communicate some more. Involve the employees. Involve the employees. Work with, not against. Work with, not against. Work through informal leaders. Work through informal leaders. Maximum involvement. Example: building Maximum involvement. Example: building Mandated change. Mandated change. Inevitable, but the supervisor must make it work. Inevitable, but the supervisor must make it work.

10. The Difficult employee What can we do with a difficult employee? What can we do with a difficult employee? Give more responsibility Give more responsibility Challenge them Challenge them Keep them accountable Keep them accountable Document, document, and document. Document, document, and document. If you do not write it down, it never happened. If you do not write it down, it never happened.

11. Difficult employee Difficult employees are that way simply because it is a behavior that has worked for them in the past. Difficult employees are that way simply because it is a behavior that has worked for them in the past. You will be successful in dealing with difficult employees only to the extent that you can make these undesirable behaviors no longer effective for them. You will be successful in dealing with difficult employees only to the extent that you can make these undesirable behaviors no longer effective for them.

12. How to manage Evaluate-It is important when dealing with difficult employees to act quickly. Evaluate-It is important when dealing with difficult employees to act quickly. Do your homework- Always act on facts. Do your homework- Always act on facts. Develop a plan- You're a manager. You know the value of planning. This situation is no different. You need to plan the timing of the confrontation. You need to select a quiet, private place where you won't be interrupted. Develop a plan- You're a manager. You know the value of planning. This situation is no different. You need to plan the timing of the confrontation. You need to select a quiet, private place where you won't be interrupted.

13. How to manage Confront the problem- do not put it off. Confront the problem- do not put it off. Deal with the behavior, not the person. Deal with the behavior, not the person. Try to draw out the reasons behind the behavior. As you talk with the difficult employee, actively listen to what they say. Try to draw out the reasons behind the behavior. As you talk with the difficult employee, actively listen to what they say. If you can find out from the difficult employee what the real source of the inappropriate behavior is, you have a much better chance of finding a solution. If you can find out from the difficult employee what the real source of the inappropriate behavior is, you have a much better chance of finding a solution.

14. Solutions The desired result from confronting a difficult employee's inappropriate behavior is an agreed upon solution. You know that this inappropriate behavior will continue unless you and the employee agree on a solution. The employee needs to know what is inappropriate about their behavior and they also need to know what is appropriate behavior. The need for a manager to communicate clearly is always high. The desired result from confronting a difficult employee's inappropriate behavior is an agreed upon solution. You know that this inappropriate behavior will continue unless you and the employee agree on a solution. The employee needs to know what is inappropriate about their behavior and they also need to know what is appropriate behavior. The need for a manager to communicate clearly is always high.

15. Questions Are there any questions about the class? Are there any questions about the class? Any questions about the seminar or the material covered in the seminar? Any questions about the seminar or the material covered in the seminar? Submit the Challenge Scenarios by Tuesday June 28, 2011 at 11:59 PM ET. Submit the Challenge Scenarios by Tuesday June 28, 2011 at 11:59 PM ET. Have a great week. Have a great week.