Third, I would determine whether I had ensured that my subordinates understood priorities, both my priorities and the priorities of my superiors. Fourth, I would examine my methods of confliction resolution to determine whether I had been using a win-win method of conflict resolution or if I had been adhering to older, punitive means of conflict resolution. Fifth, I would examine my policy towards my subordinates; did I listen to them when they came to me with problems, or did I try to offer solutions without really hearing what they had to say. Sixth, I would look at what I had done to promote synergy; whether I had done anything to actively encourage community cooperation with my organization. Finally, I would look again at my personal life, to make sure that I was renewing myself before tackling my job responsibilities. (Franklin Covey). Without knowing the specific problem, it is actually impossible for me to determine what motivational approach I would use. For example, if the problem was that officers were experiencing a downturn in morale due to the fact that a recent election had brought in a wave of lenient judges, my motivational approach might be factual, and involve an examination of the positive impact of arrests on crime rates, regardless of conviction rates. On the other hand, if I identified a lack of appropriate training as the issue, I would be more concerned with ensuring that my subordinates received adequate training than I would be with working on motivation. Therefore, it is impossible to say what motivational approach I would take.

However, post-employment performance success "is improved by: motivating, setting expectations, constantly providing feedback, and training for results. This is the role of the immediate supervisor." (Harris, p.5). Therefore, I would make sure that I had personal contact with each of my subordinates, every day. Rather than overlook small...

I would also make a conscious effort to improve employee self-esteem; because of the negative perception much of the public has about law enforcement officers, it can seem like a thankless profession, so I would try to increase positive interaction between my subordinates and the public. I would ensure that my officers were clear on how their results would be measured, that they felt I was listening to them, that I approached them as a team to solve developing problems, that I praised success, that I recognized their efforts and did not take personal credit for their success, that I fought to have the resources they needed at their disposal, and that I treated officers in ways reflecting their different duties and responsibilities, rather than treating all of my subordinates the same. (Harris, p.6-7). Most importantly, if my changes did not result in a positive change in my subordinates, I would ask my superiors for assistance in reconciling the issue, because problems in law enforcement work groups can endanger the lives of officers and civilians, alike.
Works Cited

Franklin Covey. "The 7 Habits of Highly Effective People for Law Enforcement." Franklin

Covey.com. 2007. Franklin Covey. 3 Aug. 2008 http://www.franklincovey.com/lawenforcement/7H%20FOR%20LAW%20ENFORCEMENT%20FLYER.PDF.

Harris, John. "Picking and Keeping Law Enforcement and Corrections Officers in Florida."

Florida Department of Law Enforcement. 2008. Florida Department of Law Enforcement. 3 Aug. 2008 http://www.fdle.state.fl.us/FCJEI/SLP%20papers/Harris,%20J.pdf.

Newell, Reginald. "Officer Down, Needs Assistance." CALEA Online. 2007. Commission on Accreditation for Law Enforcement Agencies. 3 Aug. 2008 http://www.calea.org/Online/newsletter/No74/officer_down.htm.