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Louisiana State University *

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Management

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Feb 20, 2024

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Reflect on last week's discussion about OTJ behavior management practices and policing reform barriers. Imagine you've been asked by the collective audience of the Chief of Police, Sheriff, and District Attorney, "If we could do one thing to change how our organization's operate, what behavior change strategy would you recommend?" Please post your answer by midnight Sunday. No responses to your peers' posts are required, but feel free to interact! I recommend developing a learning partner strategy that allows on-the-job (OTJ) training for behavior management and policing reform barriers. This is because having a learning partner committed to these target behaviors allows all the involved parties to receive feedback under safe conditions (Pulakos et al., 2015). This partner strategy provides social connectedness and accelerates the company’s ability to weave new behaviors into its worker’s daily work. Moreover, the learning partner does not have to be limited to two people; it can be a small group of individuals with various levels in the organization (Pulakos et al., 2015). Relating to the police department, a police officer usually works with a partner, and it would be perfect to incorporate the learning partner strategy by pairing up officers who are comfortable giving and receiving feedback from each other. Then, the police department can emphasize the correct behavior and ask the officers to provide feedback for their partner. I imagine this quick feedback allows the learner to have a better learning experience by reinforcing clear expectations. Hopefully, this learning partner strategy will reduce the number of police brutality and remove institutional racism since officers are constantly receiving feedback.

Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2015). Performance management can be fixed: An on- the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology , 8 (1), 51–76. https://doi.org/10.1017/iop.2014.2

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