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UD Psychology > Chapter 5 > Flashcards

Chapter 5 Flashcards

1
Q

What is an example of internal change?

Terrorism

Demographics

Strategies

Management style

A

Management style

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2
Q

What really counts in police work?

Integrity

Virtue

Character

Ethics

A

Character

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3
Q

What occurs once a vision and mission statement have been developed by the staff of the various work units?

Constancy of vision is established

Constancy of values and purposes

Ownership and accountability

The vision and mission are implemented

A

Constancy of vision is established

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4
Q

What should we do before we deploy our strategy?

Diagnose the well being

Have milestones or goals set for ourselves

Complete the guiding policy phase

Have coherent actions established

A

Have milestones or goals set for ourselves

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5
Q

What technology is being used by police agencies across the world?

Powerful digital surveillance cameras

Body worn cameras

Laptops

Traffic camera enforcement

A

Powerful digital surveillance cameras

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6
Q

How can a police agency counter or eliminate employees succumbing to temptations that are unethical or unlawful?

Better recruitment

Training

Better selection

All the above

A

All the above

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7
Q

Where can stated goals be pulled from?

Reports

Annual evaluations

Mission statement

Annual report

A

Annual report

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8
Q

What can the incessant and avalanching changes alter?

Changes in the vision

How the goal will be implemented

Increased comprehension of the characteristics that insightful strength-based leaders share

How to implement departmental goals in the face of the chronic and random changes

A

How the goal will be implemented

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9
Q

What exacerbates our problem in dealing with ethical dilemmas?

a. Our ability to rationalize
b. Our ability to shift accountability
c. Our increased anxiety
d. Both a and b

A

d. Both a and b

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10
Q

When a vision is cast as a mission statement, what do they combat?

Randomness and ambiguity

Ownership and accountability

Shared responsibility

Values and purposes

A

Randomness and ambiguity

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11
Q

What is a goal?

Something that provides guidance

Something we hope for in the future

A vision that is more finite and time-certain

Official statements

A

Something we hope for in the future

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12
Q

What is one of the differences between COMPSTAT and its manual predecessors?

It has intentionally fostered teamwork

It is real time

It does not measure performance

All of the above

A

It is real time

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13
Q

Why is Approach 1 used?

Need for constancy of values and purpose

Accountability

Define a set of values to be lived

Defining and setting operational goals

A

Define a set of values to be lived

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14
Q

What must a vision have so it will not remain an ignored and lofty set of well-intentioned values and purposes that fail to materialize?

A shared beginning and ending

Shared ownership and accountability

Ownership

A mission and a strategy

A

A shared beginning and ending

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15
Q

When the changes are altered, a police leader must think ______.

Quickly

Creatively

Strategically

Confidently

A

Strategically

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16
Q

What does a strong leadership from police management do?

Does not allow individual visions

Empowers those close to police work

Steals accountability from those below

Creates vision-driven mission statements

A

Steals accountability from those below

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17
Q

What is the key to a police agency’s survival and success?

How well a police agency negotiates the hurdles of change

If we act as we should

Having integrity

Having clarity

A

How well a police agency negotiates the hurdles of change

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18
Q

Strategic thinking is a type of mental tool for making better choices about what?

How the goal will be implemented

How to implement department goals

Daydreaming or casual reflection

Where we want to go and what we will be like when we get there

A

How to implement department goals

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19
Q

A leader must be _______.

Confident

Persistent

Clear

Creative

A

Clear

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20
Q

What should you look for to spot a bad strategy?

Lots of positivity

Lots of negativity

No clear vision

Obstacles

A

Lots of positivity

"Here's how to spot a bad strategy.  Look for:
List of things to do
Blue-sky
Active avoidance
Template-style leadership
Lots of positivity"
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21
Q

What kind of objectives offer no clue on the link between the challenge and the action?

Strategic

Operational

Blue-sky

None of the above

A

Blue-sky

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22
Q

What carries out the guiding policy?

Vision

Diagnosis

Action

Coherent action

A

Coherent action

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23
Q

When do police employees become more devoted to building a mission statement for the entire police organization?

When the whole department is engaged and enriched

When they have crafted a shared vision for their department

When the shared meaning begins to bind the organization together

When they have an opportunity to actively create a vision

A

When they have crafted a shared vision for their department

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24
Q

In the research conducted by Brown and Buckingham, what did the vast majority rate the number one pair of fears and needs?

Chaos and authority

Insignificance and respect

Future and clarity

Outsider and community

A

Future and clarity

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25
Q

Which blinder causes police supervisors to refuse to consider wild alternatives and ideas?

Fear and self-doubt

Dependence on rules and conformance

Entertaining new ideas enthusiastically

Narrow-minded dedication to practicality and efficiency

A

Narrow-minded dedication to practicality and efficiency

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26
Q

Which one is a behavior of an insightful strength-based leader?

Entertain new ideas enthusiastically

Resistance to and avoidance of change

Fixation on logic and hard data

Negotiating the hurdles of change

A

Entertain new ideas enthusiastically

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27
Q

Why will the use of a single goal result in poor performance?

No one measure can effectively evaluate whether a police agency is performing successfully

Police organizations respond to a vast array of constituencies

Employees become disgruntled

Lack of training

A

No one measure can effectively evaluate whether a police agency is performing successfully

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28
Q

Who has adopted and perfected the violent acts performed by foreign terrorists?

Criminals

Many gangs

Domestic terrorists

All the above

A

Many gangs

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29
Q

What is the supplemental nuance to civilization?

Cadre of volunteers

Volunteerism

Community-oriented policing

Fads

A

Volunteerism

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30
Q

What are the two inherent downsides to Approach 1?

Unilateral and vision thinking

Top down and bottom up

Constancy of change and mission statements

Ownership and implementation

A

Ownership and implementation

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31
Q

Police employees experience chaos and disengagement when what happens?

Police organization frequently changes its vision

Police organization frequently changes its mission

Leaders are not passionate

Leaders are not clear

A

Police organization frequently changes its vision

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32
Q

How are you able to maintain your constancy of progress?

By avoiding the activity trap

By active avoidance

By keeping the end clearly in mind

By establishing goals

A

By keeping the end clearly in mind

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33
Q

Which one of the following is a blinder which limits our powers of imagination?

Doggedly pursuing difficult problems

Spend more time synthesizing information than gathering it

Black-and-white viewpoints

Tackling problems that do not have precise answers

A

Black-and-white viewpoints

“There are six in particular that limit our powers of imagination:
Resistance to and avoidance of change
Dependence on rules and conformance
Fear and self-doubt
Fixation on logic and hard data
Black and white viewpoints
Narrow-minded dedication to practicality and efficiency”

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34
Q

What enhances your capacity to anticipate?

Organize trends and correctly interpret them

Spot trends

Watch for coincidences and ask why

Being acutely aware of who we are

A

Watch for coincidences and ask why

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35
Q

What are official statements of what an organization says and what it wants various publics to believe are its objectives?

Guiding policies

Stated goals

Goals

Real goals

A

Stated goals

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36
Q

What presents the core reasons for the organization’s existence?

Values

Mission or vision

Community-oriented policing

Community

A

Mission or vision

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37
Q

How often should you deliberately postpone a new idea, discussion, strategy, or plan by reserving judgment until it becomes unavoidable?

Once a day for a month

Once a week for a month

Once a day for three months

Once a week for three months

A

Once a week for three months

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38
Q

When does a vision and its partner become both compass and guidebook for successfully navigating whitewater changes?

When there is shared ownership and accountability

When there is a shared beginning and ending

When there is a vision and mission statement developed

When they are comprised of values and purposes

A

When they are comprised of values and purposes

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39
Q

What are the three phases of a good strategy?

Diagnosis, vision, and coherent action

Diagnosis, guiding policy, and coherent action

Vision, guiding policy, and coherent action

Diagnosis, vision, and action

A

Diagnosis, guiding policy, and coherent action

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40
Q

If you held a job and didn’t have a clue about it’s purpose or if you performed tasks and didn’t know how they fit into a meaningful pattern, what are you probably lacking?

Vision

Mission

Strategy

All the above

A

All the above

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41
Q

When can trends be detected?

When they are clear

When we spot them

When we organize them and correctly interpret them

When we control our anxiety

A

When we organize them and correctly interpret them

42
Q

How can you free up your creativity and be more innovative in your role as a police leader?

Entertaining new ideas enthusiastically

Making meditation a habit

Out-of-the box thinking

Black-and-white viewpoints

A

Out-of-the box thinking

"Here are five ways to help you free up your creativity and be more innovative in your role as a police leader:
Creativity training
One new idea a day
Out-of-the-box thinking
Make the obvious strange
Push the artist; restrain the judge"
43
Q

What is the next step once a vision is conceived?

State the vision

Strategic planning

Transform the mental image into a tangible one

Each person needs to struggle with articulating his or her own vision of the police mission

A

Transform the mental image into a tangible one

44
Q

Why is there a desire for vision from the top?

The longing for a common vision is the wish for someone else to create a purpose

It’s a subtle way of disclaiming any responsibility for its implementation

Accountability

Ownership

A

It’s a subtle way of disclaiming any responsibility for its implementation

45
Q

How does a strength-based leader communicate to his or her staff?

Stated goals

Real goals

Mission statement

Clearly

A

Clearly

46
Q

What have several police agencies created in order to capture fleeting digital data?

Two-tier benefit system

Digital trails

Roll-out cyber/forensic teams

Cybercrime enforcement

A

Roll-out cyber/forensic teams

47
Q

Paper trails are typically _____. Digital trails, however, are _____.

Stable / enduring

Stable / dynamic

Dynamic / short-lived

Enduring / stable

A

Stable / dynamic

48
Q

What are the three hurdles you will encounter when you endeavor to create a vision for a police agency, a work unit, or yourself?

Vision, mission, and purpose

Mission, purpose, and unity

Ownership, values, and vision

Vision, values and ethics, and purposes

A

Vision, values and ethics, and purposes

49
Q

What is constantly being tested with all of the temptations bombarding us daily?

Integrity

Decisions

Values

Judgment

A

Judgment

50
Q

What are criminologists and police strategists crediting cameras with?

Criminal apprehensions

Officer safety

Decreased crime

All of the above

A

All of the above

51
Q

How much of that retirement system is vested?

67%
70%
73%
85%

A

73%

52
Q

Why does a vision give shape and direction to the department’s future of a division, bureau, or work team?

Because of its virtue

Because of its tangible and immediate quality

It reflects gut-level practical thinking

It provides direction

A

Because of its tangible and immediate quality

53
Q

What is only constrained by our imagination and cost?

Powerful digital surveillance cameras

Traffic camera enforcement

Two-tier benefit system

Application of camera-security technology

A

Application of camera-security technology

54
Q

What type of thinking is the basis for developing strategic plans and operational plans?

Strategic

Operational

Creative

Vision

A

Strategic

55
Q

What size police agencies can COMPSTATs be observed?

Large and small agencies

Small and medium agencies

Medium and large agencies

Only large agencies

A

Medium and large agencies

56
Q

What is an activity trap?

To work harder and harder at producing results, only to discover they’re unnecessary

Not acknowledging the challenges being faced

Not setting milestones or goals for ourselves

Not knowing the organization’s goals

A

To work harder and harder at producing results, only to discover they’re unnecessary

57
Q

What must be done for ownership to be widely dispersed?

Each person needs to struggle with articulating his or her own vision of the police mission

A common vision must be articulated by those at the top

The vision must be brainstormed by the leaders at the top

All the above

A

Each person needs to struggle with articulating his or her own vision of the police mission

58
Q

What is an objective?

Something that provides guidance

Something we hope for in the future

A goal that is more finite and time-certain

Official statements

A

A goal that is more finite and time-certain

59
Q

Who are a pivotal position for guiding and implementing a vision that others are able to get excited about working on?

Police leaders

Strength-based leader

Police supervisors

Police employees

A

Police leaders

60
Q

What is the difference in a goal and an objective?

A goal is broader in scope, while the objective is specific, with an assigned time frame

A goal is specific, with an assigned time frame, while an objective is broader in scope

A goal is broader in scope, with an assigned time frame, while the objective is specific

None of the above

A

A goal is broader in scope, while the objective is specific, with an assigned time frame

61
Q

Being highly alert to developing trends and incoming demands for change and adaptation is the prerequisite for what?

A strength-based leader

Anticipation

Anxiety

A leader

A

Anticipation

62
Q

What strategy has forged a more open and powerful partnership among the various levels and types of criminal justice agencies?

a. Antiterrorism
b. Community-oriented policing
c. Problem-oriented policing
d. Both b and c

A

Antiterrorism

63
Q

What is a strengths-based leader challenged by?

Vision-driven mission statements

Vision thinking

A need for constancy of values and purposes

Ownership and accountability

A

A need for constancy of values and purposes

64
Q

When are you able to get ahead of a trend?

Once you spot it

After thoughtful consideration

When you distinguish it from a fad

When you can state the vision

A

After thoughtful consideration

65
Q

What do you have to concentrate on to spot fads?

Trends

Real goals

Stated goals

Horizon

A

Horizon

66
Q

How can you elicit feedback on a service evaluation questionnaire?

a. Telephone
b. Face to face
c. Asking the right questions
d. Both a and b

A

a. Telephone

67
Q

What is the average now for civilian employees in a police department?

One civilian for every three police officers

Three civilians for every one police officer

One civilian for every two police officer

Two civilians for every one officer

A

One civilian for every three police officers

68
Q

What can be spotted in the newly adopted two-tier benefit system?

New medical benefits

Public pension and benefit reform

Police pension and retirement reform

None of the above

A

Public pension and benefit reform

69
Q

What do police chiefs give much attention to in the decisions they make and the actions they take?

Community

Constituents

Social responsibility

Real goals

A

Social responsibility

70
Q

What occurs when we become conscious of the coincidences in our lives?

Anticipation

Anxiety

We are able to clearly communicate our real goals

We are able to predict trends

A

Anticipation

71
Q

What guarantees the time and opportunity to initiate action that is likely to succeed?

Vision thinking

Change and adaptation

Anticipation

Trend spotting

A

Trend spotting

72
Q

What is taking shape in police work?

Volunteerism

Civilianization

Information superhighway

Anticipation

A

Information superhighway

73
Q

What type of issue is visioning?

Accountability

Ownership

Leadership

Management

A

Ownership

74
Q

What is a vision?

It gives shape and direction to the department’s future of a division, bureau, or work team

Acts a s a platform for employees to set measurable goals

A model of the virtue you seek to create

A rudder of stability in rough seas

A

A model of the virtue you seek to create

75
Q

What are the two approaches to conceiving a vision?

Unilateral and vision thinking

Top down and bottom up

Constancy of change and mission statements

Ownership and implementation

A

Top down and bottom up

76
Q

How is a vision described?

In the present tense

In the past tense

Frequently changing

Terms of behavior

A

In the present tense

77
Q

Community-oriented policing and problem-oriented policing are _____.

Community based

Fads

Trends

Proactive policing

A

Trends

78
Q

What caused more alarm to be added to the public and politicians about the amount of tax dollars devoted to police pensions and benefits?

The Great Recession

The Great Depression

The amount of medical bills revealed

When pension systems began reporting that they were less than fully vested

A

When pension systems began reporting that they were less than fully vested

79
Q

What phase of a good strategy specifies the approach to dealing with the obstacles called out in the diagnosis?

Vision

Guiding policy

Coherent action

Action

A

Guiding policy

80
Q

What does clarity engender within us?

Respect

Resilience

Character

Strength

A

Resilience

"Our need for clarity, when met, is the most likely to engender within us:
Confidence
Persistence
Resilience
Creativity
Followership"
81
Q

When are you able to anticipate a trend’s consequences for you as a leader and for those in your work unit?

When you distinguish it from a fad

Once you are ready to make a decision

Once you spot it

When you can state the vision

A

Once you spot it

82
Q

When will you be able to judge whether you have made a difference?

When you accomplish your mission

When you develop a strategy

When you have a clear vision

None of the above

A

When you have a clear vision

83
Q

What is the quintessential ingredient of vision, mission statement, and strategic planning?

Integrity

Values

Ethics

Clarity

A

Clarity

84
Q

What does moving from approach A to B hinge on?

Responsibility of implementation

Change and constancy

Each person’s needs

Shared ownership and accountability

A

Shared ownership and accountability

85
Q

What counts in knowing what police department’s real objectives are?

Character

Knowing the mission statement

Stated goals

Behavior

A

Behavior

86
Q

What is the largest public employee retirement system in the United States?

401K

Pensions

CALPER

Social security

A

CALPER

87
Q

What appears to be the police organizations single objective at first glance?

Increase public safety

Provide general government services

Drug abuse enforcement

Apprehend criminals

A

Apprehend criminals

88
Q

Ten trends tracked by the authors of the book

A 
Trend 1:  Career-path civilians
Trend 2:  Hi-tech and low-touch
Trend 3:  Ethical dilemmas
Trend 4:  Homeland security
Trend 5:  Community-oriented policing-generation 2
Trend 6:  Service evaluation
Trend 7:  Pension envy
Trend 8:  Smile you're on camera
Trend 9:  Cybercrime
Trend 10:  Put a cop on the dot
89
Q

How are values and ethics best expressed?

In the present tense

In the past tense

In terms of behavior

By the strengths-based leader

A

In terms of behavior

90
Q

What are explosive and accompanied by a lot of hype and gimmicks?

Fads

Trends

Real goals

Ethical dilemmas

A

Fads

91
Q

When is shared vision lost?

Does not allow individual visions

Articulated but ignored

Steals accountability from those below

Creates vision-driven mission statements

A

Articulated but ignored

92
Q

What are three interlocking steps of strategic thinking in order?

Asking the right questions, recognizing insight, and structure

Structure, recognizing insight, and asking the right question

Recognizing insight, structure, and asking the right questions

Recognizing insight, asking the right questions, and structure

A

Recognizing insight, asking the right questions, and structure

93
Q

Who does the law consult with on evidentiary value?

a. Roll-out cyber/forensic teams
b. Prosecutors
c. Judges
d. Both b and c

A

d. Both b and c

94
Q

Who is able to articulate the real goals of the department?

Police chief

Police supervisor

Strength-based leader

Each employee

A

Strength-based leader

95
Q

What are typically labeled COMPSTAT?

Computer-driven data-capturing processing systems

Cutting-edge technology

Powerful digital surveillance camera technology

Digital trails

A

Computer-driven data-capturing processing systems

96
Q

What did some police agencies discover to be beneficial in the 1950s?

Volunteerism

Civilian employees

Fads

Trends

A

Civilian employees

97
Q

What exposed the amount of tax dollars devoted to police pensions and benefits?

A study conducted by Dr. Donald Brown, an anthropologist

A study conducted by Dr. Marcus Buckingham

The Great Depression

The Great Recession

A

The Great Recession

98
Q

Change is ______.

Inevitable

Disliked

Unwanted

Constant

A

Constant

99
Q

Why is it important to differentiate between stated and real objectives?

To develop comprehensive and consistent strategic plans

To develop comprehensive and consistent operational plans

Social responsibilities

So the strength-based leader can communicate them clearly

A

To develop comprehensive and consistent strategic plans

100
Q

What is a coherent set of analysis, policies, arguments, and actions that target a high-stakes challenge?

Bad strategy

Guiding policy

Strategy

Diagnosis

A

Strategy

101
Q

When does the germination of a vision commence?

When one or more people start thinking about where they are now and where they want to go

When the strength-based leader vocalizes the mission

During the planning stages of the strategy

When you have a deep conviction that is both right and good

A

When one or more people start thinking about where they are now and where they want to go

UD Psychology (44 decks)

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