It is understood that the rising velocity of human interaction through growth and technology set the conditions for second and third order effects on how community policing is carried out. The lack of manning, space and time, innovative training and education, appropriate compensations, inefficient models and the rise of competing tasks all erodes the ability for humans to have authentic relatedness. Leaders at all levels must internalize these factors and strive to seek a strategic approach at the same rising velocity as noted in the Human Dimension Concept. Law enforcement leaders must strive to seek out a paradigm shift with new art and science concept models in order to carry out public safety operations.
In accordance with General Orders, to effectively have a decentralized community policing, it is important for those members in or with public safety to have a clear conceptualization of the full spectrum operations. When this occurs, mission command will be more effective and the Sheriff's Office will not be managed with a top-down approach, aiding in a more professional public service. The concept model below is provided as a frame of reference and to aid in a transparent shared vision.
Relating to the identification of long-term or overall aims and interests and the means of achieving them.
HUMAN DIMENSION CONCEPT
The Human Dimension Concept is a broad set of capabilities that describes and provides a guide for how Law Enforcement will have to use a common framework for adapting and enhancing their efforts to achieve superior effectiveness in Sheriff Operations and is the underpinning to leadership and leader development. This concept provides ideas that help synchronize and integrate personnel policies with training and education, science and technology, medical, and social science efforts to provide Law Enforcement a dynamic competitive advantage in future operations and enable sustaining efforts in developing the knowledge skills and abilities of the next generation of leaders.
This concept redefines the parameters of the human dimension as encompassing the cognitive, physical, and social components. It includes all aspects to include organizational development and performance essential to raise, prepare, and employ Sheriff Operations. The future operational environment will present Law Enforcement Leaders with complexity. Threats will manifest themselves in combinations of regular, irregular, terrorist, and criminal elements. These threats will have access to sophisticated technologies such as robots, unmanned vehicles (aerial and ground), and possibly weapons of mass destruction.
They will merge cyber and electronic criminal activity capabilities to enable them to operate from disparate locations. Adding to this complexity is continued urbanization and affordable access to social media. The resulting "rising velocity of human interaction" will make it more difficult to completely understand events or to predict the aftermath of any incident. Leaders may become overwhelmed with information and face multiple dilemmas in shorter periods. This complex environment will therefore require future professionals to perform and communicate at a higher level.
21ST CENTURY ORGANIZATION
LEADERSHIP VS MANAGEMENT
THE 10 PRINCIPLES OF SERVANT LEADERSHIP
Listening – A servant leader puts the emphasis upon listening effectively to others. Traditionally, leaders have been valued for their communication and decision making skills. Servant leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being and said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
Empathy – A servant leader needs to understand others' feelings and perspectives. Servant leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
Healing – A servant leader helps foster each person's emotional and spiritual health and wholeness. Learning to heal is a powerful force for transformation and integration. One of the great strengths of Servant Leadership is the potential for healing one's self and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant leader and led is the understanding that the search for wholeness is something that they have."
Awareness – A servant leader understands his or her own values and feelings, strengths and weaknesses. General awareness, and especially self-awareness, strengthens the servant leader. Making a commitment to foster awareness can be scary--one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace - it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
Persuasion – A servant leader influences others through their persuasiveness. Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of Servant Leadership. The servant leader is effective at building consensus within groups.
Conceptualization – A servant leader needs to integrate present realities and future possibilities. Servant leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate awareness between conceptualization and day-to-day focus.
Foresight - A servant leader needs to have a well developed sense of intuition about how the past, present, and future are connected. Foresight is a characteristic that enables servant leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
Stewardship – A servant leader is a steward who holds an organization's resources in trust for the greater good. Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.
Commitment to the Growth of People – A servant leader is responsible for serving the need of others. Servant leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.
Building Community – A servant leader is to help create a sense of community among people. Servant leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and caused a send of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.