Module 4 (Setting Strategic Direction)

Strategic Direction

Provides framework that guides the accomplishment of organizational goals by restructuring a dept’s mission, values, + operational systems + core functions, methods, incentives, accountability, distribution of power, + culture to achieve more effective policing; The plan to achieve an organization’s visions/goals

Defined by a dept’s vision, mission statement, values, operational strats, tactics, accountability systems, + measurements of performance outcomes

Reactive Organizations

That respond to complaints after they have occurred

Before strategic management

Proactive Organizations

That seek tp prevent crime before it takes place

Ex. Sting Operation

After strategic management

Strategic Organization

Developed the ability to initiate + reshape its operational strats + tactics in a variety of ways that allows it to effectively fulfill its public safety mission and prevent crime while increasing its value + legit in the eyes of community it serves

Done by acquiring + analyzing + transferring info about its environment

Learning Organization

Systematically identify + analyze the driving forces that are affecting them, eval their response to these, + adjust their operations based on the eval

The Role of Leadership + Management

Helps to develop the capacity for their organization to grow, understand, and respond to the needs of their environment with their capabilities

Strategic Direction Elements

• Shared sense of purpose

• Pos Organizational Culture

• Accountability

• Desire for continuous improvement

Strat Direction is def by a Dept’s

• Vision

• Mission

• Values

• Operational Strats + Tactics

• Accountability Systems

• A shared sense of purpose

• Strong pos organizational culture

Vision

1st step in setting the dept’s strat direction

Serves as a catalyst for building trust, collab, interdependence, motivation, + mutal responsibility for success

Strategy

Sets divided performance goals, objectives, quality of service desired, + the means to achieve it

Identifies where organization is currently + where it should be in the future + how

Padigram Paralysis

Develops over the life span of an organization as it encounters problems + resolves them

Resistance to change in their traditional ways of operations (no longer new solutions)

Strategic Vision

Should present a challenge that motivates + energizes employees to give their best + gives meaning to what they do

Outside in Strategic Thinking

When managers keep their strategies closely matched to the outside environment driving like crime, public safety, etc

Prioritizes community needs

Data

Observations + measurements about crime

Info

Data having greater relevance + purpose

Knowledge

Data + info with a particular interpretation

Intelligence

Knowledge that generates a strategist understanding + action

Critical Difference

Use of info + the development of intelligence as a basis for the direction of operational resources

Inside Out Thinking

Creating strategy depends on this bc a part of the start dev involves the planned use of internal resources + organizational strengths to respond to external conditions

Prioritizes internal capabilities

1st Step in Crime Reduction

Gathering + analysis of accurate, timely, intelligence quickened by the heat of accountability

Single Loop Learning

Process of improving skills + actions to achieve goals by making adjustments based on outcomes

Making adjustments based on outcomes (based on errors in procedure)

Occurs when chosen goals, values, etc are not questioned

Double Loop Learning

Occurs when errors/probs are detected, analyzed, + corrected in ways that involved the modification of an organization’s underlying norms, policies, strat assumptions + objectives

Questioning assumptions + changing behavior/underlying policy

Diagnostic Dialogue

Seeks to improve indiv commanders, their operational capabilities + results

Executive Leadership Team

The dept’s chief executive + their leadership team are responsible for setting the dept’s strat direction by framing vision + mission

Subdivision Commanders

Operational subdivisions should est their command’s vision, set direction, + dev performance objectives that link to direction’s vision

Unit Commander

Should be accountable for the dev of tactical action plan, results, + resources used to achieve them

Line Operations

Ultimately decide the rate of organizational + tactical success

Goal

General statement of purpose that should be related to dept mission + vision

Long Term Measures

Measures comprised of cumulative comparisons of data, such as annual comparisons of serious crime

Short Term Measures

Measure assumptions of tactics or strats during operations

Goal Displacement

Occurs when these measures replace desired strat outcomes (like enhancing community safety) + becomes the end in themselves