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Chapter 2 Flashcards

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1
Q

What is the major responsibility of a police supervisor?

Team building

Decision making

Disciplining

Supervising

A

Decision making

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2
Q

What can cause as much harm or more than a poor decision?

Snap decision

Risky decision

Unplanned decision

No decision

A

No decision

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3
Q

What is the most important measure of leadership?

Being decisive

Having a good attitude

The ability to lead

Communication

A

Being decisive

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4
Q

What is a frequent complaint in police work?

Unfairness

Marginal supervisors

Indecisiveness

Burn out

A

Indecisiveness

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5
Q

What is the only thing worse than a bad decision?

Refusing to make a decision

Making a snap decision

Giving multiple solutions

Delegating the decision

A

Refusing to make a decision

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6
Q

As a police supervisor, what is the most critical part of your job?

Knowing when to delegate

Communicating with your subordinates

Making decisions

Training

A

Making decisions

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7
Q

What are the truly tough, risky, and confusing calls about?

People

Deployment

Training

Technological issues

A

People

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8
Q

How is your success as a police supervisor and leader measured?

Good decisions and good choices

Having the right people working with and for you

Being flexible

Timely and accurate choices

A

Timely and accurate choices

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9
Q

Our freedom and power to choose and our five intelligences, when opened, shape and drive our decisions. They are known as

Birth gifts

Free will

Mental intelligences

Being a good leader

A

Birth gifts

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10
Q

What is the essence of being a police supervisor and a leader?

Having free will

Being able to influence the choices of others

Being able to make decisions

Taking action

A

Being able to influence the choices of others

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11
Q

How do we exercise free will?

By being human

By being a leader

Through our values

Through our choices

A

Through our choices

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12
Q

What are we a product of?

Our genetics

Our choices

Our decisions

Our values

A

Our decisions

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13
Q

Why is the freedom and power to choose affirming to a police supervisor?

It exercises our free will

It excites a sense of potential and achievement

It holds us accountable

It allows us to influence others

A

It excites a sense of potential and achievement

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14
Q

Why can the freedom and power to choose make a leader anxious?

A sudden heightened awareness of responsibility

A sudden heightened awareness of accountability

It excites a sense of responsibility

It excites a sense of accountability

A

A sudden heightened awareness of responsibility

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15
Q

What does this freedom and responsibility produce?

Anxiety

Accountability

A heightened awareness of accountability

A stimulus and a need for a response

A

A stimulus and a need for a response

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16
Q

What lies in the space between the stimulus and response?

The power to choose our decisions

The power to choose our response

The power of free will

The power of our unconscious

A

The power to choose our response

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17
Q

What is functioning within this space?

Decisions about your character

Decisions about your attitude

Decisions about your values

Decisions about your situation

A

Decisions about your character

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18
Q

How a police supervisor uses his or her character within that space to evaluate the problem and make a decision determines what?

A good leader

A strength-based leader

The decisions

The quality of the decision

A

The quality of the decision

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19
Q

How do marginal police supervisors see their “space for choice”?

Important

Meaningless

Extensive

Limited

A

Limited

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20
Q

What determines the quantity and quality of your decisions?

The capacity of your space to make your decisions

The time allotted to make decisions

The manner in which you use your space

Having the opportunity to reflect and then choose your decision

A

The manner in which you use your space

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21
Q

What should each good decision start with?

Choices

Stimulus

Stop

Flexibility

A

Stop

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22
Q

How well we decide and act is highly susceptible to what influences?

Supervisors

Outside

Team leaders

Internal

A

Outside

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23
Q

How can our unconscious mind override our decision making?

Snap judgements

Snap decisions

Free will

Having a strong value system

A

Snap judgements

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24
Q

Watch your actions: they lead to _____.

Character

Habits

Words

Destiny

A

Habits

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25
Q

Which of these are included in the five intelligences?

Social

Maturity

Competency

Character

A

Social

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26
Q

How do the five intelligences shape our decisions?

By assisting us in make snap decisions

By controlling our thought process

By assisting in shaping our value system

By injecting themselves into the space

A

By injecting themselves into the space

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27
Q

When are our decisions slowed or confused?

When we overloaded

When we are overworked

When we are impaired

When we are tired

A

When we are impaired

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28
Q

What does a healthy clicking physical intelligence help produce?

Timely and accurate decisions

Timely and reliable decisions

Reliable and accurate decisions

Reliable and consistent decisions

A

Timely and reliable decisions

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29
Q

What is typically referred to as when we think or speak of “intelligence”?

Spiritual

Emotional

Mental

Physical

A

Mental

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30
Q

What most often determines our success in our career?

Mental intelligence

Emotional intelligence

Social intelligence

Physical intelligence

A

Emotional intelligence

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31
Q

What do police supervisors see as noise at work, distracting from rational decision making?

Physical weakness

Inability to communicate

Judgements

Emotions

A

Emotions

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32
Q

What is a fundamental part of who we are and how we work with others?

Emotions

Social intelligence

Mental intelligence

Communications

A

Emotions

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33
Q

When suppressed emotions flare, what does it cause?

Decreased conflict and no affect on climate or morale

Increased conflict and no affect on climate or morale

Decreased conflict and affect on climate and morale

Increased conflict and affect on climate and morale

A

Increased conflict and affect on climate and morale

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34
Q

What did Dr. Daniel Goleman discover and define?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Emotional intelligence

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35
Q

Dr. Daniel Goleman’s research found that 85% of a leader’s abilities involve ____.

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Emotional intelligence

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36
Q

Which intelligence was referred to as common sense for centuries?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Emotional intelligence

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37
Q

Which intelligence is fixed at birth?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Mental intelligence

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38
Q

When expressing our emotions, the goal is to express them _____ for our advantage and for the benefit of others.

Quickly

As little as possible

Intelligently

To everyone

A

Intelligently

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39
Q

In 2008, what intelligence did Dr Goleman announce?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Social intelligence

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40
Q

What are our inner emotions?

Other- awareness

Relationship management

Social intelligence

Self-discipline

A

Self-discipline

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41
Q

What are social emotions?

Relationship management

Self-awareness

Mental intelligence

Social intelligence

A

Relationship management

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42
Q

85% of a police supervisor’s ability to lead depends on his what, which was also referred to as common sense?

Mental intelligence and emotional intelligence

Emotional intelligence and social intelligence

Social intelligence and spiritual intelligence

Spiritual intelligence and mental intelligence

A

Emotional intelligence and social intelligence

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43
Q

What represents our search for meaning and connection with something larger and more trustworthy than our own ego?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Spiritual intelligence

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44
Q

In essence, which intelligence makes us human?

Mental intelligence

Emotional intelligence

Social intelligence

Spiritual intelligence

A

Spiritual intelligence

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45
Q

What shapes our core character to build our mainstay competency, and set up our driving purpose?

Mental intelligence and physical intelligence

Emotional intelligence and social intelligence

Spiritual intelligence

All the above

A

All the above

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46
Q

What triggers the need for reliable decisions?

Character

Competency

Purpose

All the above

A

All the above

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47
Q

What must be given primetime within your space for choice?

Decisions about your character

Decisions about your competency

Decisions about your character and competency

None of the above

A

Decisions about your character and competency

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48
Q

What is the paramount operational asset?

Decisions about your character

Importance of trust

Decisions about trust

Importance of your character

A

Importance of trust

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49
Q

What is the genesis of all human relationships?

Trust

Character

Competency

All of the above

A

Trust

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50
Q

What are the primal pillars of police leadership and supervisors?

Character and trust

Trust and competency

Character and competency

Trust, character, and competency

A

Character and competency

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51
Q

Experience has shown us what is more important than who we appear to be?

Who we want to be

Who we are

Who we aspire to be

Who we pretend to be

A

Who we are

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52
Q

When was the industrial age?

1815 - 1930

1830 - 1915

1830 - 1947

1847 - 1915

A

1830 - 1947

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53
Q

How are departments building trustworthiness?

Through demonstration of character

Through demonstration of competency

Through demonstration of character and competency

Through demonstration of trust and character

A

Through demonstration of character and competency

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54
Q

How do we best measure the trustworthiness of others?

Listening to what they say

Watching what they do

Watching them lead by example

Watching them walk their talk

A

Watching them walk their talk

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55
Q

How is our character defined and our lives determined?

By what we do

By what we say

By what we want

By what we think

A

By what we do

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56
Q

The product of habits we form and choices we make about values, attitudes, and conduct is what?

Competency

Character

Trustworthiness

Value system

A

Character

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57
Q

What are the three components of a trustworthy character?

Knowledge, teamwork, and integrity

Knowledge, integrity, and maturity

Integrity, maturity, and “win-win” behavior

Maturity, “win-win” behavior, and knowledge

A

Integrity, maturity, and “win-win” behavior

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58
Q

Behaving in a manner that is grounded in sound principles,ethics, and honesty is the definition of ______.

Integrity

Maturity

Character

Competence

A

Integrity

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59
Q

What is a characteristic of being truthful?

Integrity

Honesty

Discipline

Reliable

A

Honesty

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60
Q

What word won the award for most often searched for in the Merriam-Webster Dictionary since 2006?

Integrity

Honesty

Discipline

Reliable

A

Integrity

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61
Q

What is meant by “Third Alternative”?

“Win-win”

“Win-lose”

“Lose -win”

“Lose-lose”

A

“Win-win”

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62
Q

There are three parts of the competence side of trustworthiness. Which ones are included?

Integrity and maturity

Integrity and knowledge

Knowledge and teamwork

Teamwork and maturity

A

Knowledge and teamwork

63
Q

What is the skill and ability to accomplish supervisory tasks?

Teamwork

Knowledge

Maturity

Technical competence

A

Technical competence

64
Q

What is one critical step a manager must take to elevate trustworthiness?

Displaying technical competence

Having knowledge

Having integrity

Encouraging teamwork

A

Displaying technical competence

65
Q

What does a strong knowledge base used with wisdom build?

Knowledge

Integrity

Trust

Competence

A

Trust

66
Q

What enables you to envision a goal?

Technical competence

Innate conceptual knowledge

Maturity

Strong-base leader qualities

A

Innate conceptual knowledge

67
Q

Where does self-acquired knowledge stem from?

Training and formal education

Training

Formal education

None of the above

A

Training and formal education

68
Q

What is interrelated with teamwork?

Knowledge

Competence

Empowerment

Trustworthiness

A

Empowerment

69
Q

Of the two pillars, which one is more pre-eminent?

Trustworthiness

Integrity

Competence

Character

A

Character

70
Q

When are decisions likely to be confusing and pointless?

When there is too much noise

When there is a lack of communication

When they are without a purpose

All of the above

A

When they are without a purpose

71
Q

There are five benefits of purpose-driven leadership. Together, what do they promise?

Timely and accurate decisions

Timely and reliable decisions

Reliable and accurate decisions

Reliable and consistent decisions

A

Timely and reliable decisions

72
Q

Leadership lacks meaning without what?

Trust

Communication

Purpose

All of the above

A

Purpose

73
Q

Where does hope come from?

Being able to communicate

Having a purpose

Being motivated

Focusing on being a leader

A

Having a purpose

74
Q

Successful supervisors seek meaning which leads to what?

Reliable decisions

Accurate decisions

Timely decisions

Meaningful decisions

A

Meaningful decisions

75
Q

What defines what you will and will not do as a supervisor?

Your purpose

Your competence

Your integrity

All of the above

A

Your purpose

76
Q

What do you need for a benchmark by which you can make your decisions, allocate your time, and commit your resources?

Technical competence

Knowledge

Character

Clear purpose

A

Clear purpose

77
Q

What causes stress, fatigue, and hostility?

a. Not knowing your purpose
b. Taking on unnecessary projects
c. Both a and b
d. None of the above

A

c. Both a and b

78
Q

Purpose-driven decisions are explicitly ________ decisions. Keeping it simple is a key element of leadership and emotional awareness.

Reliable

Accurate

Clear

All the above

A

Clear

79
Q

What must you do for your leadership to have impact?

Focus it

Communicate it

Display your knowledge

Be decisive

A

Focus it

80
Q

You tend to procrastinate without what?

Technical competence

Knowledge

Character

A clear purpose

A

A clear purpose

81
Q

Purpose generates ______.

Enthusiasm

Team leaders

Knowledge

Leadership

A

Enthusiasm

82
Q

What captures our emotion?

Clear and reliable decisions

Clear and valued purpose

Clear and valued decisions

Clear and reliable purpose

A

Clear and valued purpose

83
Q

As a leader, if you project a clear picture of the purpose of your efforts, what are those you lead more likely to do?

Follow

Become leaders

Delegate

Have more knowledge

A

Follow

84
Q

What happens if you explain the purpose of your mission?

Causes frustration

Increases communication

Motivation will follow

Those you lead will follow

A

Motivation will follow

85
Q

What attribute is shared between successful leaders and their followers?

Motivating others

Technical knowledge

Sense of loyalty

Sense of fulfillment

A

Sense of fulfillment

86
Q

What do mature police supervisors and followers want to experience?

Sensation of motivation

Sensation of emotion

Sensation of completion

Sensation of accomplishment

A

Sensation of completion

87
Q

What do emotionally aware employees want?

To be rewarded for a job well done and to know what defines it

To have a clear purpose and to know what defines it

To be rewarded for a job well done

To have a clear purpose

A

To be rewarded for a job well done and to know what defines it

88
Q

How many checkpoints are there when approaching a decision?

7

9

11

12

A

9

89
Q

Which is checkpoint 1?

Decide if the decision is yours to make

Never make a decision today that you can reasonably delay

Enforce the rules

Never make a decision that should be delegated

A

Never make a decision that should be delegated

90
Q

What must supervisors ask before making a decision?

Who is capable of carrying out the decision

Will my team follow my decision

Is this decision mine to make

Should this decision be delegated

A

Is this decision mine to make

91
Q

Why do some supervisors believe they must personally make the decision?

Ultimately, they are accountable

Fear a subordinate may make a bad decision

They are better trained

All the above

A

All the above

92
Q

What type of thinking reveals a supervisor is not ready to supervise and lead?

They must make all the decisions

Fear a subordinate may make a bad decision

They are better trained

All the above

A

All the above

93
Q

What are three compelling reasons to delegate?

Empowerment, timing, and purpose

Timing, purpose, and mentoring

Purpose, mentoring, and empowerment

Empowerment, timing, and mentoring

A

Empowerment, timing, and mentoring

94
Q

What expands a power base?

Having precise timing

When you have a clear purpose

When you empower others to do their job

When you help others mature professionally

A

When you empower others to do their job

95
Q

What does empowerment build?

Trust

Morale

Expertise

All of the above

A

All of the above

96
Q

What forces police supervisors to delegate?

Sheer number of decisions

Timing

Having trust in their employees

Wanting to enrich their job satisfaction

A

Sheer number of decisions

97
Q

Who benefits from delegating?

The department

The supervisor and department

The department and police officers

The department, supervisor, and police officers

A

The department, supervisor, and police officers

98
Q

What do employees find to be demeaning and demoralizing?

Second-guessed and micro-managed

Second-guessed and overlooked

Micro-managed and overlooked

Overlooked and questioned

A

Second-guessed and micro-managed

99
Q

What is an inspiring, appreciated, and empowering experience for all involved?

Motivation

True leadership

True delegation

Goal fulfillment

A

True delegation

100
Q

What is inseparable from leadership?

Authority

Empowerment

Technical knowledge

Delegation

A

Delegation

101
Q

What is just as important as the decision itself?

Delegating the decision to the right person

Timing of a decision

Empowering others to make the right decision

Being accountable for the decision

A

Timing of a decision

102
Q

What is the advantage of delaying a decision?

Having time to delegate it to the right person

Procrastination

Strategic timing

Opens up more choices

A

Opens up more choices

103
Q

What is the downside of delaying a decision?

Delegating it to the wrong person

Not having the advantage to make snap decisions

Wasting time

Options may be foreclosed

A

Options may be foreclosed

104
Q

Why is decisive timing an act of courage?

It involves risk-taking

It creates strategic timing

It is artful procrastination

It makes it an art

A

It involves risk-taking

105
Q

What must supervisors ask when required to make a decision immediately?

Should this decision be delegated

Is this decision mine to make

Do i have the authority and responsibility to make the decision

Should the decision be delayed

A

Do i have the authority and responsibility to make the decision

106
Q

What must a leader do with big-ticket items?

Slow down and focus

Slow down and take extra care to think long-term

Focus and take extra care to think long-term

Slow down, focus, and take extra care to think long-term

A

Slow down, focus, and take extra care to think long-term

107
Q

If the decision could adversely affect the values and vision of the department, what should the supervisor do?

Slow down and focus

Slow down and take extra care to think long-term

Focus and take extra care to think long-term

Slow down, focus, and take extra care to think long-term

A

Slow down, focus, and take extra care to think long-term

108
Q

What gives rise to a strong sense of security and teamwork among the staff?

Fair but strong discipline

Fair discipline

Strong discipline

Discipline administered by a leader without respect

A

Fair but strong discipline

109
Q

What can quickly bring a leader to ruin?

Failure to delegate

Failure to enforce the rules

Failure to employ strategic timing

Failure to communicate decisions

A

Failure to enforce the rules

110
Q

What is it called when the big picture is not being seen when approaching a decision?

Focusing illusion

Strategic timing

Tunnel vision

Being biased

A

Focusing illusion

111
Q

In reference to the previous question, when does this occur?

When one fact about a choice particularly stands out in our mind

When we avoid the risk of rushing and take advantage of our choices

When we are fixated on one particular decision

When we have predetermined ideologies about our choice

A

When one fact about a choice particularly stands out in our mind

112
Q

You are most likely to be biased by the focusing illusion when you are evaluating something that is obviously _____ or ______.

Demeaning / demoralizing

Positive / negative

Strong / weak

Personal / emotional

A

Positive / negative

113
Q

What is the one strategy to counter focusing illusion?

Problem-oriented policing

Community-oriented policing

Value-oriented policing

All the above

A

Problem-oriented policing

114
Q

When are we likely to incorrectly predict the outcome of a choice?

When we are biased

When we must make a snap judgement

When we overlook our own experience

When we are not properly trained

A

When we overlook our own experience

115
Q

Where should the greatest weight be given?

Supervisor’s experience

Other’s experience

Personal experience

All the above

A

Personal experience

116
Q

What should you ask yourself to distinguish between a wanting and a liking?

How important is what you want and have you always wanted it

If you have always liked it

Why you want something and if you will continue to like it over time

Will you continue to want it over time

A

Why you want something and if you will continue to like it over time

117
Q

What are the two decision making styles?

Confidence and participation

Delegating and strategic timing

Wanting and liking

Satisfying and maximizing

A

Satisfying and maximizing

118
Q

Those who strive to squeeze the very best out of every decision are _____.

Satisfiers

Maximizers

Confident

Good delegators

A

Maximizers

119
Q

Individuals who have a minimum threshold for what is acceptable to them are ____.

Satisfiers

Maximizers

Confident

Good delegators

A

Satisfiers

120
Q

Which one is less happy and hopeful and more frustrated?

Satisfiers

Maximizers

Confident

Good delegators

A

Maximizers

121
Q

Which one relies heavily on external sources and are fixated on options?

Satisfiers

Maximizers

Confident

Good delegators

A

Maximizers

122
Q

Which one wants what is good enough?

Satisfiers

Maximizers

Confident

Good delegators

A

Satisfiers

123
Q

What is applied during each of the seven decision-making steps?

Self-discipline

Confidence

The nine checkpoints

None of the above

A

The nine checkpoints

124
Q

What is the term relating to “mistake of the head”?

Integrity

Cognitive

Conscious

Unconscious

A

Cognitive

125
Q

What is the term relating to “mistake of the heart”?

Integrity

Cognitive

Conscious

Unconscious

A

Integrity

126
Q

The hardest thing to do and the right thing to do are often ______.

Easy decisions

Cognitive decisions

Very different

The same thing

A

The same thing

127
Q

What is paying the price to make the decision into a reality?

Confidence

Integrity

Dedication

Self-discipline

A

Self-discipline

128
Q

When a choice joins with action, what arises?

Confidence

Integrity

Dedication

Self-discipline

A

Self-discipline

129
Q

What is the trait common to all successful people?

Confidence

Integrity

Dedication

Self-discipline

A

Self-discipline

130
Q

What are supervisors lacking if they make excuses?

Confidence and integrity

Integrity and self-discipline

Self-discipline and dedication

Confidence and dedication

A

Integrity and self-discipline

131
Q

When vanity is substituted for genuine _____, consequences can be disastrous.

Confidence

Integrity

Dedication

Self-discipline

A

Confidence

132
Q

What does confidence depend on you doing?

Knowing your strengths

Knowing the strengths of your team

Knowing your purposes

All of the above

A

All of the above

133
Q

When does confidence become fortitude?

When planning the decision and the decision is made

When executing the decision

When delegating the decision

When the decision is made and its execution ordered

A

When the decision is made and its execution ordered

134
Q

What is most critical in the decision-making process?

All those who will be affected by the decision participate

Only the supervisor makes the decision

The decision is delegated to the proper person

You have the authority to make the decision

A

All those who will be affected by the decision participate

135
Q

When you are offended, put down, or angered by a boss or peer who did not ask your counsel when making a decision about your work or expertise, what happens?

You victimize others with the same behavior

It assures the supervisor has the opportunity to voice their ideas

The decision-making process is damaged and needs repair

The decision-making process worked as it was intended

A

The decision-making process is damaged and needs repair

136
Q

Which step in the decision-making process is referred to as the “slippery rock” step?

Intuition

Chance

Self-discipline

Participation

A

Chance

137
Q

How can you significantly reduce your chance of slipping?

Strong analysis

Concentrated focus

Allowing others to participate in the process

All the above

A

All the above

138
Q

What is an important tool used in decision making?

Intuition

Chance

Self-discipline

Participation

A

Intuition

139
Q

What is another term for snap decisions?

Snap judgements

Snap choices

Rapid cognition

Rapid decisions

A

Rapid cognition

140
Q

What decisions do we use more often?

Chance decisions

Intuitive decision

Decisions of the head

Decisions of the heart

A

Intuitive decision

141
Q

What does truly successful decision making rely on?

A balance between deliberate and intuitive thinking

A balance between deliberate and chance thinking

A balance between chance and intuitive thinking

A balance between decisions of the head and decisions of the heart

A

A balance between deliberate and intuitive thinking

142
Q

When our brain reaches a conclusion before it informs our consciousness, what decisions are made?

Chance decisions

Intuitive decisions

Snap decisions

Rapid decisions

A

Snap decisions

143
Q

What is the part of our brain that jumps to judgement?

Intuitive consciousness

Adaptive unconsciousness

Creative consciousness

Chance consciousness

A

Adaptive unconsciousness

144
Q

What generates snap judgements?

Inner and outer influences

Training and experience

Leadership and teamwork

Experience and environment

A

Experience and environment

145
Q

How do you alter the way you search for what is meaningful?

By substituting new positive thinking for old negative information

By substituting new positive experiences for old negative thinking

By substituting new positive information for old negative experiences

By substituting new positive experiences for old negative information

A

By substituting new positive experiences for old negative information

146
Q

If you get caught up in the production of information in order to make a decision, what are you risking?

Loss of valuable time

Being able to delegate

Having options with the decision

Drowning in the data

A

Drowning in the data

147
Q

What does deliberative analysis set the stage for?

Accurate and rapid cognition

Rapid cognition and correct first impressions

Accurate, rapid cognition, and correct first impressions

Rapid cognition and rapid first impressions

A

Accurate, rapid cognition, and correct first impressions

148
Q

How can police supervisors be assured of making successful snap decisions?

Self-discipline

Intuition

Chance

Training

A

Self-discipline

149
Q

What must not be allowed to define current or future choices?

Timing

Criticism

Bad past decisions

Consequences of your decisions

A

Bad past decisions

150
Q

What must be done in order to not repeat wrong decisions and to free yourself to succeed in the future?

Must be dealt with head on

Must be acknowledged as wrong

Must be delegated

Must be recognized

A

Must be acknowledged as wrong

151
Q

What is the centerpiece of police leadership and police supervisors?

Self-discipline

Intuition

Decision making

Intuitive decisions

A

Decision making

152
Q

What is the driving force of job satisfaction and organizational results?

Self-discipline

Experience

Decision making

Team work

A

Decision making

153
Q

Your decision process is orchestrated by what?

Competence

Character

Self-discipline

Birth gifts

A

Character

UD Psychology (44 decks)

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