JUS 515 Topic 4 DQ 2 2

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Feb 20, 2024

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Describe two different conflict situations that you are familiar with or have experienced. Explain various conflict-management techniques that are used by police managers to manage conflict. Which techniques used by police managers could have been used in the two examples that you gave? Why would those techniques have been effective? Example #1 Conflict Situation: A customer in a retail store is becoming increasingly agitated and verbally aggressive in expressing frustration that they cannot get a refund on the item they purchased. Conflict Management Techniques: 1. De-escalation: This is a technique used to reduce the intensity of the customer’s emotions and behaviour in order to make them more responsive to rational discussion. This could be achieved by having the manager talk calmly to the customer, maintain eye contact, and make reassuring statements. 2. Listening: This is a technique where the manager actively listens to the customer and demonstrates empathy in order to better understand the customer’s perspective and needs. This could help to defuse the situation by allowing the customer to feel heard. 3. Problem-solving: This is a technique where the manager works to find a solution that is mutually beneficial, taking into consideration the customer’s needs as well as the store’s policies. This could help create a win-win situation by finding a solution that works for both the customer and the store. Which Techniques Used by Police Managers Could Have Been Used in Example #1? De-escalation and listening techniques could have been used in Example #1. De-escalation techniques would have been effective in reducing the customer’s level of agitation so that they could be more receptive to a constructive conversation. Listening techniques would have allowed the manager to better understand the customer’s perspective and needs and could have helped to defuse the situation by making the customer feel heard. Problem-solving techniques may also have been useful in finding a solution that works for both the customer and the store.

Given the challenging and often highly charged nature of law enforcement, the need for police executives to manage conflict — be it internal or external — is an inevitable part of the job. However, specialized training in police conflict management and other core skills sets essential to law enforcement leadership are not necessarily prioritized. And while natural instincts and on-the-job experience are invaluable, a deeper understanding of the principles of conflict management and resolution will be extremely helpful if you work in a command position. A simple Google search will turn up plenty of helpful advice targeted to law enforcement officers working on the front lines, but far less information is geared specifically to those in leadership roles. But whether you’re defusing internal conflicts among officers or those involving members of the community, conflict management is an essential part of the job for nearly all law enforcement executives. Read on for specific conflict management strategies you can use in your agency or department, including: Conflict dynamics Understanding conflict sources Identifying useful conflict Active listening Behavior and scenario assessment Creative problem solving Negotiation [RELATED] Police Communication Skills Matter More Than Ever: Here’s Why >> Conflict and Workplace Culture

Many workplaces are terrible at conflict management, and law enforcement agencies are no exception. Some suffer from an atmosphere that regards conflict resolution efforts as pointless or “touchy-feely.” Others go about their business in conflict-averse cultures that reward avoidance and accommodation. Some even put up with aggressive, passive-aggressive or self-serving behaviors, hyper-competitiveness, bullying, retribution for speaking the truth, etc. Time is wasted as petty disputes get in the way of the job. However, with a focused approach to conflict management, law enforcement leaders can transform negative energy into positive opportunities for learning, growth and, ultimately, more effective operations. Are you ready to head into “the eye of the storm”? You’ll need to be, because effective conflict management requires confrontation, which often means breaking patterns of avoidance. In “Resolving Conflicts at Work,” the authors distinguish between an aggressive style of negotiation and collaborative negotiation, explaining why they believe collaboration is the far more effective approach. “In collaborative negotiations, everyone openly and honestly discusses the issues that divide them, analyzes their disagreements in the context of their larger agreements, goals, vision, and shared values, and searches together for solutions that satisfy both sides’ interests.” The following are some of the key qualities of a collaborative negotiator: They move toward their opponents (rather than against them) in a mutual effort to satisfy interests and achieve win-win outcomes. They listen respectfully, establish common ground rules, emphasize shared values, discuss issues openly and honestly, and take responsibility for having created problems, as well as for implementing solutions. They unconditionally act in a trustworthy, fair, objective, and reasonable way. They refuse to manipulate the process and consistently and consistently work for what both sides want or need.

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The PoliceOne article on conflict management asserts that it is also important for law enforcement leaders who are attempting to resolve a dispute to “know when to reframe and refocus.” For example, when efforts at resolution are simply not working, it sometimes becomes necessary for the leader to hit the “reset button.” This can involve: Changing the dynamics of the groups or the lines of communication Designating subgroups to address smaller issues Requiring regular face-to-face meetings between key players The challenge for the leader is to “establish a new sense of shared success, build a winning streak of cooperation and remind everyone of their combined responsibilities.” Of course, the ultimate goal for leadership is to build effective conflict management protocols into the workplace. According to Cloke and Goldsmith, this starts with recognizing that in successful organizational cultures, “conflict and collaboration are inextricably linked.” For leaders, this means setting a tone in which “everyone openly and honestly discusses the issues that divide them, analyzes their disagreements in the context of their larger agreements, goals, vision, and shared values, and searches together for solutions that satisfy both sides’ interests.” This empowers the participants to feel invested in working toward positive outcomes that leave the organization and its members “stronger, more successful and more united.” (Fritsvold, 2023). Reference Fritsvold, E. (2023). Conflict Management Strategies for Law Enforcement Leaders. https://onlinedegrees.sandiego.edu/police-conflict-management-strategies/

JUS 515 Topic 4 DQ 2 2

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