scholarly journals Instructor, trainer, sifu, coach or professor: Reflections on the use of terminology in police learning settings dealing with physical conflict management

2021 ◽  
Vol 26 (2) ◽  
pp. 7-17
Author(s):  
Mario Staller ◽  
Swen Koerner
Keyword(s):  
Conflict Management ◽  
Police Training ◽  
Management Training ◽  
The Other ◽  
Management Skills ◽  
First Category ◽  
Nuanced Understanding ◽  
The One ◽  
Conflict Management Training

Police training and learning settings focusing on physical conflict management skills regularly comprise at least two parties: on the one side the individuals learning and developing their conflict management skills and on the other side the individuals in charge of planning and delivering the training sessions. While the first category refers to learners, the latter category is referred to, among others, as instructor, trainer, coach, sifu or professor, depending on contextual constraints. While it seems arbitrary to use different terms for describing the learner's counterpart in a learning setting, we argue for a sensible consideration of manifest and latent implications of how these individuals are referred to - and how they perceive their role. Drawing from autoethnographic data in various conflict management training settings, we identify functional, dysfunctional and irritating aspects of different terms used. By reflecting through the lenses of functionality from a systemic perspective, we aim at providing insights towards a more nuanced understanding of contextual constraints and reflexive use of these terms.

Soldier-Bureaucrats

2019 ◽  
pp. 43-73
Author(s):  
Marie Muschalek
Keyword(s):  
Police Training ◽  
The Other ◽  
Decisive Factor ◽  
Institutional Setting ◽  
Legal Knowledge ◽  
Police Leadership ◽  
Proper Form ◽  
Lethal Force ◽  
And Performance ◽  
The One

This chapter addresses the hybrid semi-civilian and semi-military institutional setting within which police codes of behavior emerged. On the one hand, police leadership held on tightly to military notions of etiquette, proper appearance, comradeship, and loyalty. This attitude became particularly apparent in police training. Not legal knowledge or administrational skills, but an imposing military habitus and access to lethal force were to provide the foundation for quality policing. On the other hand, being charged with civilian tasks, the policemen of the Landespolizei created a professional culture that increasingly introduced administrational techniques as modes of validation and legitimization. To them, it mattered that the job was done in accordance with an ever growing complex of decrees as well as that it was documented in proper form. In short, policemen were men of guns and paper—they injured and killed people “by the book.” This chapter returns to the significance of honor, demonstrating how the concern for proper appearance and performance was the most decisive factor in the emergence of a Landespolizei organizational culture.

Conflict Management Training: A Transformative Vehicle for Transitional Democracies

1997 ◽  
Vol 2 (3) ◽  
pp. 437-450 ◽  
Author(s):  
Keyword(s):  
Change Management ◽  
Conflict Management ◽  
Transition Process ◽  
Management Training ◽  
Communist State ◽  
The Past ◽  
Different Types ◽  
Transitional Democracies ◽  
Communist Countries ◽  
Conflict Management Training

AbstractIn the past several years, the profession of conflict and change management has emerged in former communist countries. Three different types of conflict have surfaced: those long suppressed or fostered by the repressive arm of the communist state; those that emerged as part of the transition process from one political and economic order to the present one; and, those that are inherent to democracy and market economies. This article focuses on the management of these conflicts and the incorporation of conflict management methodologies as a factor in building democratic institutions with examples from Partners for Democratic Change's National Center in Hungary.

scholarly journals Transitivity, Events, and Gesture: The Case of the Causative-inchoative Alternation

2019 ◽  
Vol 5 (1) ◽  
pp. 311-331
Author(s):  
Suwei Wu ◽  
Alan Cienki
Keyword(s):  
The Other ◽  
Other Hand ◽  
Nuanced Understanding ◽  
The One ◽  
Do So

AbstractAn increasing number of studies are being devoted to the investigation of what aspects of grammar, and of events, expressed in speech are coordinated with gesture. However, previous studies have focused on gesture use in relation to either transitivity or event properties, without considering how these factors interact. In this study, we consider how gesture use relates to transitivity when the type of event in the causativeinchoative alternation is considered, and also how gesture use relates to properties of the events when the type of transitivity is considered. We found various relations both between gesture use and transitivity on the one hand, and between gesture use and certain properties of events on the other hand. Whereas some of the results contrast with the findings in previous studies about the relation between gesture and transitivity, other results obtained actually reinforce and complement some previous findings. The results concerning event properties and gesture also add to previous studies about which properties of certain motor-spatial events relate to gesture and how they do so. The study thus provides a more nuanced understanding of the relation between gesture and language.

scholarly journals Regression, Progression and Renewal: The Continuous Redevelopment of Expertise in Police Use of Force Coaching

2020 ◽  
Author(s):  
Mario S. Staller ◽  
Swen Körner
Keyword(s):  
Law Enforcement ◽  
Conflict Management ◽  
Real World ◽  
Use Of Force ◽  
Management Training ◽  
Police Use Of Force ◽  
Professional Law ◽  
The Subject ◽  
Conflict Management Training ◽  
World Environment

Abstract Professionalism in law enforcement requires the identification and development of expertise of police use of force (PUOF) coaches. Effective PUOF training includes the transfer from the training into the real-world environment of policing. This difference between working in the field and working as a PUOF coach has not been thoroughly investigated. However, research in other professional domains has shown that practical competence in the subject matter itself does not make a coach effective or successful. With this article, we conceptualize expert practice in PUOF instruction on the basis of a conflict management training setting in the security domain. First, by discussing a model of “territories of expertise”, we point out the dynamic and contextual character of expertise within the PUOF domain. Second, by conceptualizing expertise as a process and effect of communication, we provide a framework that describes and examines the interdependency between performance-based and reputation-based expertise. These considerations present two practical challenges, which we recommend professional law enforcement institutions to engage. We close by providing practical orientations and pointers for addressing these issues.

scholarly journals Transforming training into practice with the conflict management framework: a mixed methods study

2021 ◽  
Vol 5 (1) ◽  
pp. e001088
Author(s):  
Oscar Lyons ◽  
Liz Forbat ◽  
Esse Menson ◽  
Julia C Chisholm ◽  
Kate Pryde ◽  
...  
Keyword(s):  
Mixed Methods ◽  
Conflict Management ◽  
Management Training ◽  
Mixed Methods Study ◽  
Post Intervention ◽  
Management Framework ◽  
Semistructured Interviews ◽  
Conflict Management Training ◽  
Effective Adjunct ◽  
And Training

ObjectiveTo implement and evaluate the use of the conflict management framework (CMF) in four tertiary UK paediatric services.DesignMixed methods multisite evaluation including prospective pre and post intervention collection of conflict data alongside semistructured interviews.SettingEight inpatient or day care wards across four tertiary UK paediatric services.InterventionsThe two-stage CMF was used in daily huddles to prompt the recognition and management of conflict.ResultsConflicts were recorded for a total of 67 weeks before and 141 weeks after implementation of the CMF across the four sites. 1000 episodes of conflict involving 324 patients/families across the four sites were recorded. After implementation of the CMF, time spent managing episodes of conflict around the care of a patient was decreased by 24% (p<0.001) (from 73 min to 55 min) and the estimated cost of this staff time decreased by 20% (p<0.02) (from £26 to £21 sterling per episode of conflict). This reduction occurred despite conflict episodes after implementation of the CMF having similar severity to those before implementation. Semistructured interviews highlighted the importance of broad multidisciplinary leadership and training to embed a culture of proactive and collaborative conflict management.ConclusionsThe CMF offers an effective adjunct to conflict management training, reducing time spent managing conflict and the associated staff costs.

Beyond fight or flight: The need for conflict management training in medical education

2018 ◽  
Vol 35 (4) ◽  
pp. 393-402 ◽  
Author(s):  
Nan Cochran ◽  
Paul Charlton ◽  
Virginia Reed ◽  
Peter Thurber ◽  
Elliott Fisher
Keyword(s):  
Medical Education ◽  
Conflict Management ◽  
Management Training ◽  
Conflict Management Training ◽  
Fight Or Flight

Resolving conflict in organizations – achieving results through a harmonization process

2019 ◽  
Vol 33 (5) ◽  
pp. 4-7
Author(s):  
Thuc-Doan Nguyen
Keyword(s):  
Problem Solving ◽  
Conflict Management ◽  
Design Methodology ◽  
The Other ◽  
Organizational Life ◽  
Content Type ◽  
Management Capability ◽  
Harmonization Process ◽  
The One ◽  
Practical Implications

Purpose Conflict is inevitable in organizational life. On the one hand, it can bring creativity and enhance problem-solving. On the other, it can hinder effective problem-solving, increase defensiveness and member dissatisfaction, and create a destructive work environment. This paper aims to outline four important components of harmonization that help to enhance conflict-management capability. Design/methodology/approach Based on Nguyen and Belk’s (2013) harmonization framework, the author adds their own comments and places in the context of resolving conflict in organization. Findings The harmonization process synthesizes multiple goals and balances differences to achieve better solutions without discounting any of these elements. Harmonization provides better understanding of important issues and why they are critical to each party. Each party will feel better about the situation after having heard the other side’s position. There might be anger, anxiety, or frustration at the beginning. However, when people successfully go through the harmonization process, they feel happy, connected to others and proud of the results they get. These processes require communicating with others, learning others’ perspectives, understanding and empathizing with others, and being willing to adjust. Practical implications The paper outlines four skills in which organizations can train their employees to improve conflict management. Originality/value Harmonization process is applied to conflict management in organization.

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