NCJ Number
214316
Journal
Police Chief Volume: 73 Issue: 4 Dated: April 2006 Pages: 34-37
Editor(s)
Charles E. Higginbotham
Date Published
April 2006
Length
4 pages
Annotation
This article describes the design, roles, tasks and meetings, training, and future of the Broken Arrow Police Department's (Oklahoma) leadership team.
Abstract
In 2003, the Broken Arrow Police Department (BAPD) adopted the steering team approach to making organizational decisions. This consists of engaging the talents and experiences of employees more directly in the decisionmaking process of an organization. A description of the design of the BAPD steering team addresses the number of members (10-15); how members are appointed (a method that ensures a varied representation); how the team should be led (dual chairmanship without the police chief being directly involved); how long members should serve (2 years); the criteria for team member selection (integrity and experience); and how decisions should be made (two-thirds majority). The description of roles within the team focuses on the chief's role, the role of the team chairpersons, and the role of team members. A discussion of team tasks and meetings considers the issues that are appropriate for team consideration, how often the team meets, and whether meetings should be open or closed to nonmembers. The BAPD team received training in group dynamics, communications, problem solving, creative thinking, decisionmaking, and conflict resolution. Adult-based and problem-based learning modules were found to be effective instruction methods. Other key success factors are listed, along with barriers to shared leadership. Currently, the second generation of the BAPD team is operating. A recent evolution of the project is the formation of semiautonomous work groups at the unit level; these are loosely connected to the steering team.