Chapter 8 Flashcards

1
Q

____ is precipitated by recognizing that a problem, either small or large, exists that needs to be addressed.

A

planning

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2
Q

Planning can also be defined by the approaches used and they are sometimes referred to by the acronym___

A

SITAR Synoptic Incremental Transactive Advocacy Radical

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3
Q

The ___ approach is the underlying assumption is that things will continue to be as they are and it will be “business as usual.”

A

inactive planning

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4
Q

___ is in reaction to problems that have recently occurred and are being addressed or are presently happening and require an immediate response.

A

Reactive planning

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5
Q

___ is centered on the future, attempting to

predict changes in the larger environment.

A

Pre-active planning

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6
Q

___ is when agencies attempt to change anticipated future events that are likely to occur.

A

proactive

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7
Q

The ___ had four steps: (1) goal setting, (2) identification of alternatives, (3) evaluation of the means against the end, and (4) implementation of decision

A

synoptic model

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8
Q

A ___ should be stated in terms that allow progress toward it to be measurable

A

goal

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9
Q

The Decision Matrix was developed by ___

A

Stuart Pugh

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10
Q

___ requires comparing what actually happened with what was planned for

A

Evaluation

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11
Q

This includes formulation of the department’s mission statement, values, goals, and policies and procedures:

A

Management Plans

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12
Q

___ are the guidelines for

the action to be taken under specific circumstances.

A

Procedural plans

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13
Q

___ are usually short and terse, giving both direction and time constraints in accomplishing a given task.

A

Operational plans

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14
Q

___ involve planning for emergencies of a specific nature at known locations.

A

Tactical plans

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15
Q

The first officers on scene must form___, make entry, and immediately begin searching for the shooter, moving as quickly, but prudently, as possible.

A

active shooter teams

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16
Q

It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it.

A

Strategic plans

17
Q

Rather than making sweeping changes, decisions, plans, and policies are changed by making small,
successive incremental changes to them, tending to promote the status quo.

A

muddling through

18
Q

Lindblom’s ___ asserts that decision making is serial

A

incremental model

19
Q

Gore presented a ___ , appropriately referred to as “the gut-level approach,” when considering action that may be taken.

A

heuristic model

20
Q

___ distinguishes itself by focusing more on the assessment of the situation, its dynamics, and the experience of the decision maker.

A

Recognition-Primed Decision Making (RPD)

21
Q

The ___ states that, in situations where
snap decisions are required, decisions can often be the best, particularly when paired with training and
expertise.

A

thin-slicing theory

22
Q

In the early ___ some federal government agencies began using “modern” mainframe computers.

23
Q

Taking advantage of computer applications available now is particularly crucial to the future of ___ and the research of the smart policing initiative.

A

intelligence-led/predictive policing

24
Q

Together, the three sub-fields of ___ gives the police powerful tools to quickly and efficiently examine staffing patterns and needs

A

decision support

25
When using a decision tree model, the ___ for various outcomes are calculated for each branch of the tree.
probabilities
26
The application, collection, and analysis of | data from decision making within the organization are called ___.
operations research
27
When a decision maker is faced with an emotionally consequential, no-win choice, how he or she copes with the problem depends on two major factors:
hope and time.
28
When the decision maker has control of time and has hope that conciliation is possible, that person’s efforts are more likely to follow the desired pattern of the ___
vigilant decision maker.
29
When the decision maker loses hope for a peaceful | outcome, the decision maker enters the downward spiral of ___
“defensive avoidance.”
30
The sum of information in a___ is always greater than any one of its members.
group
31
Group participation in forging a decision | increases its ___ and implementation
acceptance
32
The chances for ___ are reduced greatly when the individuals who must work together in executing a decision have participated in making it.
communication breakdowns
33
___, whether it’s articulated or unspoken, is major force for increasing conformity.
Peer pressure
34
___ is a psychological phenomenon that most often occurs in cohesive groups that are isolated from other political and decision-making bodies.
Groupthink
35
Discussion sometimes leads to ___and fosters short-lived hard feelings among the command staff.
strong disagreement
36
In general, ___ is required for a group to reach a decision than for an individual to reach one.
more time
37
___ sessions should last 40 min to an hour,
Brainstorming
38
___ are standards of behavior that dictate how humans are supposed to act within the roles that they find themselves in.
ethics
39
___is to make decisions that satisfy immediate needs and to brush aside, ignore, or fail to consider the long-range implications.
Cognitive Nearsightedness