>> Implementing De-Briefings To Improve Daily Operations
pressure . Instead individuals do something called satisficing . Satisficing is a decision-making strategy in which they pick the first option that meets the basic requirements of the situation . The first option is not necessarily ( or often ) the best option . For example , a group of street-level drug dealers run into a wooded area when they see two officers on patrol turn the corner . The trainee tries to jump out and chase them . The pattern the trainee recognized was “ see rabbit run ” and applied the ‘ chase ’ template . The field training officer stops the recruit before he can get out . The recruit ’ s template was instinctive ; the FTO ’ s template was a trained response . The trained response is what agencies are seeking .
Having officers participate in a debriefing to describe their thinking and responding to specific questions helps them to realize better options on their own . They learn a trained response . Debriefs allow participants to bypass the internal defense mechanisms which prevent people from internalizing better options . Because the officer came up with the alternatives on their own , they do not feel threatened . Instead of resisting criticism , they actively look for ways to use this information in the future . Debriefs create a ‘ judgment free environment ’ where the sole purpose is for everyone to continuously improve . The officer receives critical feedback and is allowed to save face . Effective debriefs encourage officers to voluntarily recognize and acknowledge their mistake to do a better job next time .
When leaders begin to implement debriefings into their organization , the greatest obstacle they encounter is the police culture . Changing the organizational culture is difficult . As agencies implement this program , it is important for leaders to set the example .
• One approach often used is for the leader to find a mistake they made and debrief it with a group of officers . This approach demonstrates it is okay to make mistakes . If the boss doesn ’ t have to be perfect , the officers don ’ t either . This creates ‘ vulnerability-based ’ trust which is critical to effective debriefing . When a leader shows it ’ s okay to be vulnerable , others will follow the leader ’ s example .
• Once the leader demonstrates how it ’ s done , an organizational influencer should be used to conduct the next debrief . Eventually everyone should be taught how to conduct a proper debrief .
• After everyone is trained agency leaders must set the expectation that debriefs must be done every day . There are no excuses for slow days where “ nothing happened ”. Anyone can find a way to improve on any call . If a call is debriefed where everything went well , ask the hypothetical “ if , when , then ” questions to alter the scenario to create new challenges .
• Finally , debriefs need to follow a formal structure . Facilitators can certainly maintain an informal style while conducting debriefs , but if the agency does not identify and follow a process , debriefs will be little more than officers sitting around telling stories with no reflection or evaluation .
50 WINTER . 2021