The Mechanics of Problem Solving

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The Mechanics of Problem Solving
Course Overheads
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Course Expectations

• 1. To understand and be able to complete each of
  the four broad stages of problem solving.
• 2. To know and be able to practice the individual
  steps in each stage of problem solving.
• 3. To use the problem-solving model as an
  effective tool for interacting with members of
  the community.
• 4. To be able to explain and mentor the
  problem-solving process to other officers and
  members of the community.
• 5. To understand the importance of collaborating
  with the community in the problem-solving process.

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Six Course Modules

• Introduction to Problem Solving
• Scanning
• Analysis
• Response and Assessment
• Collaborating with the Community
• Designing and Implementing Problem-Solving
  Projects

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Definition of Community Policing

• Philosophy of policing and approach to the
  delivery of police services that involves
• Partnership with the community
• Problem solving
• Organizational transformation

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What is a Problem?
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What is a Problem?

• Two or more incidents

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What is a Problem?

• Two or more incidents
• Similar in nature

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What is a Problem?

• Two or more incidents
• Similar in nature
• Capable of causing harm and

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What is a Problem?

• Two or more incidents
• Similar in nature
• Capable of causing harm and
• About which the public expects the police to do
  something.

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How AreIncidents Related?
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How AreIncidents Related?

• Location

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How AreIncidents Related?

• Location
• Suspect or group of suspects

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How AreIncidents Related?

• Location
• Suspect or group of suspects
• Victim group or type

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How AreIncidents Related?

• Location
• Suspect or group of suspects
• Victim group or type
• Behavior

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How AreIncidents Related?

• Location
• Suspect or group of suspects
• Victim group or type
• Behavior
• Time

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How AreIncidents Related?

• Location
• Suspect or group of suspects
• Victim group or type
• Behavior
• Time
• Evidence

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Crime Triangle
Crime Triangle
Victim
Offender
Location
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Purposes of Problem Solving

• Problem solving addresses the underlying
  conditions that prompt calls for service.
• Problem solving involves a closer involvement
  with the public to ensure that the police are
  meeting the needs of the community.
• Problem solving recognizes and uses the expertise
  of all people involved, including the police
  officer.
• Problem solving encourages the use of a wide
  range of resources to engage in developing
  solutions.

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SARA Defined

• S A R A

Response Develop Implement Solutions.
Scanning Identify neighborhood crime disorder
problems.
Analysis Understand conditions that cause
problems to occur.
Assessment Determine the Impact.
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SARA
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SARA
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S
A
A
R
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Levels of Problem Solving
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Levels of Problem Solving

• Simple - Individual officer alone or with small
  group of citizens

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Levels of Problem Solving

• Simple - Individual officer alone or with small
  group of citizens
• Moderate - Small Group/Team of Officers

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Levels of Problem Solving

• Simple - Individual officer alone or with small
  group of citizens
• Moderate - Small Group/Team of Officers
• Complex - Organizational Collaboration

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Legitimate Expectations of Problem Solving

• Eliminate the problem
• Reduce the problem
• Reduce the harm
• Move the problem

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ConceptualizationProblem-Solving Process
Scanning
Analysis
Response
Assessment
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Scanning Steps
Step 1

• List neighborhood problems.

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Scanning Steps
Step 2

• Select problems that meet the definition.

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What is a Problem?

• Two or more related incidents
• Similar in nature
• Capable of causing harm and
• About which the public expects the police to do
  something.

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Scanning Steps
Step 3

• Prioritize problems.

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Common Rationales for Prioritization

• Umbrella Method
• Easiest Most Difficult
• Quickest Most Lengthy

• Community Involvement
• Most Least Serious
• Fewest Most Resources

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Scanning Steps
Step 4

• State the Specific Problem Behavior.
• Where Does the Problem Occur?
• Which Setting is Causing the Most Difficulty?

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Preparation for Analysis

• Develop preliminary hypothesis.
• Formulate general goal statement.
• Determine how data will be gathered and reported.
• Decide when data collection will begin.

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Legitimate Expectations of Problem Solving

• Eliminate the problem
• Reduce the problem
• Reduce the harm
• Move the problem

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Overview of the Analysis Process

• Determine the sequence of events.
• Assess the problem strength and generate a
  hypothesis.
• Prepare for the response phase.

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Analysis Steps
Step 1

• What conditions or events precede the problem?

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Analysis Steps
Step 1

• What conditions or events precede the problem?
• What conditions or events accompany the problem?

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Analysis Steps
Step 1

• What conditions or events precede the problem?
• What conditions or events accompany the problem?
• What are the problems consequences?

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Analysis Steps
Step 1

• What conditions or events precede the problem?
• What conditions or events accompany the problem?
• What are the problems consequences?
• What harms result from the problem?

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Analysis Steps
Step 2

• How often does the problem occur?

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Analysis Steps
Step 2

• How often does the problem occur?
• How long has this been a problem?

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Analysis Steps
Step 2

• How often does the problem occur?
• How long has this been a problem?
• What is the duration of each occurrence of the
  problem?

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Analysis Steps
HYPOTHESIS

• What are your conclusions about why the problem
  occurs?

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Analysis Steps
Step 3

• Define a tentative goal.

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Analysis Steps
Step 3

• Define a tentative goal.
• Identify resources that may assist in solving the
  problem.

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Analysis Steps
Step 3

• Define a tentative goal.
• Identify resources that may assist in solving the
  problem.
• What procedures, policies, or rules have already
  been established to address the problem?

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Legitimate Expectations of Problem Solving

• Eliminate the problem
• Reduce the problem
• Reduce the harm
• Move the problem

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Response Steps
Step 1

• Brainstorm possible interventions.

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Response Steps
Step 2

• Consider feasibility and choose among
  alternatives.

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Response Steps
Step 2

• Consider feasibility and choose among
  alternatives.
• What needs to be done before the plan is
  implemented?

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Response Steps
Step 2

• Consider feasibility and choose among
  alternatives.
• What needs to be done before the plan is
  implemented?
• Who will be responsible for preliminary actions?

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Response Steps
Step 3

• Outline the plan and who might be responsible for
  each part.

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Response Steps
Step 3

• Outline the plan and who might be responsible for
  each part.
• Will this plan accomplish all or part of the goal?

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Response Steps
Step 3

• Outline the plan and who might be responsible for
  each part.
• Will this plan accomplish all or part of the
  goal?
• State the specific goals this plan will
  accomplish.

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Response Steps
Step 3

• Outline the plan and who might be responsible for
  each part.
• Will this plan accomplish all or part of the
  goal?
• State the specific goals this plan will
  accomplish.
• What are some of the ways data might be collected?

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Response Steps
Step 4

• Realistically, what are the most likely problems
  with implementing the plan?

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Response Steps
Step 4

• Realistically, what are the most likely problems
  with implementing the plan?
• What are some possible procedures to follow when
  the plan is not working or when it is not being
  implemented correctly?

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Assessment Steps
Step 1

• Was the plan implemented?

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Assessment Steps
Step 1

• Was the plan implemented?
• What was the goal as specified in response?

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Assessment Steps
Step 1

• Was the plan implemented?
• What was the goal as specified in response?
• Was the goal attained?

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Assessment Steps
Step 1

• Was the plan implemented?
• What was the goal as specified in response?
• Was the goal attained?
• How do you know if the goal was attained?

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Assessment Steps
Step 2

• What is likely to happen if the plan is removed?

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Assessment Steps
Step 2

• What is likely to happen if the plan is removed?
• What is likely to happen if the plan remains in
  place?

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Assessment Steps
Step 2

• What is likely to happen if the plan is removed?
• What is likely to happen if the plan remains in
  place?
• Identify new strategies to increase the
  effectiveness of the plan.

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Assessment Steps
Step 2

• What is likely to happen if the plan is removed?
• What is likely to happen if the plan remains in
  place?
• Identify new strategies to increase the
  effectiveness of the plan.
• How can the plan be monitored in the future?

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Expert vs. Collaborative

• Expert Model--the officer takes on all
  responsibility and leads the problem-solving
  stages.
• Collaborative Model--the officer shares
  responsibility with community members, and they
  lead the problem-solving process.

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Communication, Coordination, Cooperation and
Collaboration

• Communication an agreement to share thoughts,
  ideas, information and feelings.
• Coordination a level of networking that does not
  specify the amount or nature of the interaction.
• Cooperation involves two or more individuals
  and/or groups who have agreed to assist each
  other with some task or objective.
• Collaboration the process by which several
  individuals or agencies make a formal, sustained
  commitment to work together to accomplish a
  common mission.

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Community Collaboration

• Collaboration involves a formal, sustained
  commitment to work together to accomplish a
  common mission.
• For police, collaboration involves working with
  community members who have a vested interest in
  the problem and who are willing to commit
  resources toward its solution.

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How Do You Define a Community?

• Geographical boundary
• Ethnic or cultural group
• Socio-economic status
• Shared interests (e.g., business, school)
• Others....?

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Collaboration in Your Community

• What are the departments greatest strengths in
  collaborating with the community?
• What impeded further progress?
• What changes need to be made?

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Advantages of Collaboration

• Improves knowledge and insights
• Broadens community contacts
• Saves police time and money
• Transfers responsibility to residents

• Builds trust and confidence in police
• Expands response options
• Generates funding and supplies

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Disadvantages of Collaboration

• Causes frustration
• Creates unwanted responses
• Involves personal agendas

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Police Officer RoleLeading by Facilitating

• Lead by pointing the community in the right
  direction, helping to make decisions and
  allocating resources.
• Facilitate by guiding the community through the
  problem-solving process and sharing the
  responsibility for tasks and progress.

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Two Strategies for Bringing Community Members
Together

• Work with existing community groups.
• Form a group of your own.

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Strategy 1Work with Existing Community Groups

• Inventory the groups in your area to identify
  those with time, talents and resources to help.
• Good strategy if problem affects large segments
  of community or if past experiences have been
  successful.

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Strategy 2Form a Group of Your Own

• Identify community stakeholders and get them
  together.
• Form an entirely new group or recruit new people
  to join an existing group.
• Good strategy if there are no willing or
  interested groups in your area.

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Community Stakeholders

• Who is a stakeholder?
• Someone who is directly impacted by the problem.
• Can include residents, business owners or local
  government officials.
• Identify stakeholders by
• Reviewing records (CFS, complaints)
• Walking and talking
• Utilizing a crisscross directory

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Factors Affecting Cooperation

• Fear of retaliation from the criminal element
• Feelings of anger toward police
• Belief that police are solely responsible
• Feelings of apathy and helplessness
• Lack of time and commitment

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Tactics to Improve Cooperation

• Take steps to ensure confidentiality. For
  example
• distribute only limited advertisements,
• approach people one-on-one,
• approach in plain clothes, or
• use anonymous surveys.
• Dont argue with angry residents.
• Ask for help with specific tasks.