Welcome to the NJSACOP Command and Leadership Program Practical Testing Module. Please place your...

Welcome to the NJSACOP Command and Leadership Program

Practical Testing Module.

Please place your program in Slide Show Mode in order to begin. There is a navigation bar at the bottom of each

page that will take you through the entire module. Simply place your cursor over the process you want to

follow and left click from your mouse.

To start your tour, left click on CONTENTS PAGE, located at the bottom right of this page. If you wish to end your

tour now, simply left click on END.

On behalf of the entire Command & Leadership Staff, we hope this Practical Tutorial, aids you in a complete grasp

of the program concepts and process.

CONTENTS PAGE END

END

AREA IIIGroup

System

Lesson #25Group Conflict Management

Lesson #23

Cohesion

Lesson #22

Socialization

Lesson #20Group Open Systems

Model

TESTING CONTENTS:Simply place your cursor over the Chapter Number in Green and Left click to begin that chapter. If you wish to enter another Chapter or Area, simply hit

the Escape Key, close this Chapter, and return to the main folder.

The first step in attempting to ANALYZE a situation using Intergroup Conflict Theory is to identify the existing

source(s) of conflict. This exercise provides practice at looking at situations and identifying the sources of

conflict that are present.

Read each scenario and then choose the source of Intergroup Conflict portrayed.

Let's get started.

TO THE QUESTIONS CONTENTS PAGE END

INSTRUCTIONS: Read the following brief situations and then select from the included list, a concept which helps to account for the

sources of conflict that are present.

Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page

indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in

working your way through the entire practice testing module.

CHAPTER #25Group Conflict Management


A. Goal Orientation B. Time Orientation C. Physical Separation

Group Conflict ManagementChapter #25 Part #1 Question #1

NEXT TEST CONTENTS PAGE END

D. Infrequent Interaction E. Tangible Nature of the Work

G. Ambiguous Work AssignmentsF. Competition Over Scarce Resources

"All you patrol people ever worry about is making an immediate arrest. You should learn to be patient. In the detective bureau, we very quickly come to the realization

that if we take the time to hold off and surveil the situation properly, we may come up with more than one

arrest andretrieve some stolen property in addition. Don't be in

such a hurry!"

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. Goal orientation is a source of conflict between functional groups due to a

difference in objectives, missions, or goals. In this case, both units are working toward the accomplishment of the same general goal of enforcing the law. There is no evidence that we have this problem in

this situation.

PLEASE TRY AGAIN NEXT TEST ENDCONTENTS PAGE

"All you patrol people ever worry about is making an immediate arrest.

You should learn to be patient. In the detective bureau, we very quickly

come to the realization that if we take the time to hold off and surveil the situation properly, we may come up with more than one arrest

andretrieve some stolen property in addition. Don't be in such a hurry!"

B. Time Orientation

B. CORRECT. This is an example of time orientation. This source of conflict normally exists when groups have differing expectations

about the time required to see results from their tasks. In this case, one group does not understand why the other has such a short term

orientation.

BACK TO THIS QUESTION NEXT TEST ENDCONTENTS PAGE





C. Physical Separation

C. WRONG. This is not an example of physical separation. This source of conflict normally exists when the geographic locations of

each group are different resulting in poor communications and misperception. There is no evidence to indicate that we have this

problem in this situation. However, we typically see physical separation as a problem when units are located at different ends of

headquarters or are totally separated.






D. Infrequent Interaction

D. WRONG. This is not an example of infrequent interaction. This conflict arises because group members seldom encounter or work with each other and thus have limited opportunities to understand each other's perspective. There is no evidence to indicate that we

have this problem in this situation. This would be a case of infrequent interaction if the scenario went on to say that the two

units kept pretty much to themselves and rarely interacted with each other.






E. Tangible Nature of the Work

E. WRONG. This is not an example of the tangible nature of the work.This source of conflict normally exists when there is a difference in the degree with which each group 'sees' the results of the work.

There is no evidence that this situation.






F. Competition Over Scarce Resources

F. WRONG. This is not an example of competition over scarce resources. This source of conflict between groups is normally caused

by competition for a limited resource. There is no evidence to indicate that there is any shortage of resources in this situation. We would have a problem with shortage of resources in this case if the

unit both needed surveillance equipment, there was a shortage of it, and both units were trying to get it.






G. Ambiguous Work Assignments

G. WRONG. This is not an example of ambiguous work assignments. This source of conflict occurs because a task is assigned to groups

and clarity with regard to responsibilities, priorities, and lines of authority is not established. A good example of this in this case would be if the units were arguing about which cases were to be followed up

by which squad, the patrol or detective bureau, because the assigning Lieutenant had been sloppy in designating assignments.











"You detectives have life easy. You only go on the street for specific jobs and even then nobody has any idea what

it is you do to earn a living."

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. Goal orientation is a source of conflict between functional groups due to a

difference in objectives, missions, or goals. We would have a goal orientation problem in this case if the scenario described two

different conflicting goals instead of a case of one group not knowing what the other group does.




B. Time Orientation

B. WRONG. This is not an example of time orientation. This source of conflict normally exists when groups have differing perspectives on what the appropriate timeframe is for accomplishing the task or the

time required to see results.





C. WRONG. This is not an example of physical separation. This source of conflict normally exists when the groups are in different

locations which might result in poor communications and misperceptions. This would be an example of physical separation if the scenario went on to explain that the two units were located at

different ends of policeheadquarters.





D. CORRECT. This is an example of infrequent interaction. This conflict arises because group members seldom encounter each other

and thus have limited opportunities to understand each others perspective. You will note that the situation says nothing about the

physical separation of the units; rather, it focuses on how seldom the units interact.





E. WRONG. This is not an example of the tangible nature of the work.This source of conflict normally exists when there is a distinct

difference in the nature of the product each group produces. This presupposes that each group knows what the other does. In this case

the problem is lack of knowledge not a difference in product. We would have an example of tangible nature of work if the scenario said

that the Detective Bureau unit just produced paperwork.





F. WRONG. This is not an example of competition over scarce resources. This source of conflict between groups is normally caused

by competition for a limited resource. In this case, there is no evidence to indicate a shortage of resources or any competition. This

would be an example of competition over scarce resources if the scenario went on to explain that there was resentment because the Detective Bureau unit was monopolizing the portable radios of the

department.





G. WRONG. This is not an example of ambiguous work assignments. This source of conflict occurs because a task is assigned to groups and there was no clarity regarding responsibilities, priorities, and

lines of authority. We would have ambiguous work assignments in this case if the scenario went on to describe an argument taking

place between the two units because the operations order had not specified which unit would be responsible for setting up a specific

security check point at a particular assignment.









Squad #1 and Squad #2 were arguing furiously over the processing of prisoners. Squad #1 thought that all prisoners should be

processed by the squad who made the arrest even if it involved overtime, if the arrest occurs at the end of a particular shift. Squad

#2, on the other hand, felt that the prisoners should be processed by the oncoming squad to avoid overtime. Since there is no policy, the

argument was likely to continue for some time.

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. Goal orientation is a source of conflict between functional groups due to a difference in objectives, priorities, or goals. There is no evidence to suggest that there is any such conflict in this case. We would have

an example of goal orientation if one or the other of the Squads believed that the processing itself was somehow inappropriate.






B. Time Orientation

B. WRONG. This is not an example of time orientation. There is simply

no evidence to suggest that time plays any role in this scenario.







C. WRONG. This is not an example of physical separation. There is simply no evidence to suggest that physical separation plays any role

in this scenario.







D. WRONG. This is not an example of infrequent interaction. Infrequent interaction leads to conflict when group members interact so seldom with each other that they don't understand each other's

perspective. There is simply no evidence to suggest that infrequent interaction of work plays any role in this scenario.







E. WRONG. This is not an example of the tangible nature of work. This source of conflict normally exists when there is a difference in

the extent to which each group produces observable results.







F. WRONG. This is not an example of competition over scarce resources. Although there does appear to be an attempt by Squad #2 to avoid overtime, there does not appear to be enough evidence to support uncertainty over who is supposed to do what. A shortage

of overtime or the fighting "over“ overtime is the source of the conflict.







G. CORRECT. This is an example of ambiguous work assignments. This source of conflict arises because a task 'belongs' to different groups and the groups are unclear as to precise responsibilities,

duties,and established lines of authority.











"Look, you Cops have got to take better care of your vehicles when you are on the street. It might be fun to push those squad cars to the limit, but we've got to fix them when they break down!", griped a group of police

mechanics. "You people are always complaining about us doing our job", said Sergeant. Cahill, "you earn your pay

fixing 'em, we earn ours driving them."

A. Goal Orientation

A. CORRECT. This is an example of inter-group conflict stemming from

goal orientation. The police mechanics have the goal of keeping thevehicles running while the patrol officers are much more interested in

using their patrol vehicles to perform their duties with less concernfor vehicle maintenance. These goals conflict when one of the groups

pursues their goal to the exclusion of the other group's goal.


"Look, you Cops have got to take better care of your vehicles when you are on the street. It might be fun to push those squad cars to the

limit, but we've got to fix them when they break down!", griped a group of police mechanics. "You people are always complaining

about us doing our job", said Sergeant. Cahill, "you earn your pay fixing 'em, we earn ours driving them."

B. Time Orientation

B. WRONG. This is not an example of time orientation. We might have a time orientation problem in this case if the police mechanics wanted to perform scheduled services on the vehicles for their long-term welfare and the patrol officers only saw the short term benefits

of driving them daily.






C. WRONG. This is not an example of physical separation. There isabsolutely no evidence to suggest that the source of the conflict had

anything to do with the distance between the groups.






D. WRONG. Infrequent interaction is not the best answer. The patrol officers and the mechanics may or may not interact with each other frequently in this situation. At this juncture we simply do not know.

There is a much more likely source of conflict portrayed in this scenario, please try again.






E. WRONG. This is not a clear example of the tangible nature of work. Both groups produce observable results from their work. The

mechanics 'produce' repaired vehicles and the patrol officers 'perform' police functions. If you concentrated on the assumption

that the patrol officers don't really do anything important (just "playing Cop") you are reading too much into the scenario.






F. WRONG. This is not an example of competition over scarce resources. There is simply no evidence to suggest that the two

groups are fighting over scarce resources.






G. WRONG. This is not an example of ambiguous work assignments.There is no doubt about who is supposed to be doing what. In this

casethe responsibilities are clearly delineated. Ambiguous work

assignments might be the source if they were arguing over which group was responsible for repairing the patrol vehicles and who was

responsible for performing police functions.










"Sir, we're tired of those proactive officers getting all the glory from the brass. Just because these uniform

proactives maneuver in and make all the arrests, they get all the credit with the brass and the press. After all, we're

all one team, and without us ‘eyes-in-the-sky’ the job wouldn't get done!" complained the plain clothes

surveillance crew.

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. There is nodifference in orientation between functional groups here, everyone istrying to put 'drug dealers in jail'. The complaint here is about whogets the credit and is an extension of the fact that one group gets

immediate feedback on their results, while the other does not.


"Sir, we're tired of those proactive officers getting all the glory from the brass. Just because these uniform proactives maneuver in and make all the arrests, they get all the credit with the brass and the

press. After all, we're all one team, and without us ‘eyes-in-the-sky’ the job wouldn't get done!" complained the plain clothes surveillance

crew.

B. Time Orientation

B. WRONG. This is not a good example of time orientation. We would have an example of time orientation if there was evidence in

the scenario that the surveillance crew had a much longer timeframe mission than the proactives who make the arrest but this fact was not

indicated in the scenario.




crew.


C. WRONG. This is not really an example of physical separation. Although proactive officers and the plain clothes drug surveillance are in different locations something else does a much better job of

explaining the conflict. Physical separation would cause misperceptions and misunderstanding. It appears that at least in this

scenario both sides know what the other is doing. Concentrate instead on the outcomes that both groups are experiencing.




crew.


D. WRONG. This is not an example of infrequent interaction. There isno evidence to suggest that the group members seldom interact with each other and thus have limited opportunities to understand each

others‘ perspective. It is possible, but there is a much clearer source in this scenario. Infrequent interaction data would indicate that the surveillance crew and proactive officers hardly ever even talked and might show how one group had no idea what the other group even

did.




crew.


E. CORRECT. This is an example of the tangible nature of the work.Although both groups share the same goal and are mutually

dependent for mission accomplishment, only one of the groups gets the glory and gets to observe immediately the success or failure of

the mission.




crew.


F. WRONG. This is not an example of competition over scarceresources. This source of conflict between groups is normally caused

by competition for a limited resource. We would have a case ofcompetition over scarce resources only if the scenario somehow

indicated that both the proactive officers and the surveillance crew couldn't receive praise for successful missions.




crew.


G. WRONG. This is not an example of ambiguous work assignments. There is no lack of clarity regarding responsibilities, duties or lines of authority in this case. Both groups are clear on how the work is to proceed. There is conflict because of the outcomes that accrue to

each group.




crew.






"How would you know how easy we've got it on the road? We're twenty miles away from you guys over at

headquarters. You guys need to come on out of the office more often and pull some all night duty with us, then

you'll know who's got the tough life," exclaimed the road trooper.

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. Goalorientation is a source of conflict between functional groups due to a

difference in objectives, mission, or goal. There is no evidence to suggest that there is a difference in goal orientation.





B. Time Orientation

B. WRONG. This is not an example of time orientation. There is simply

no evidence to suggest that differing perspectives on time contributes to

the conflict here.






C. CORRECT. This is an example of physical separation. The fact thatthe groups occupy distant geographic locations contributes to poor

communications and misperceptions.






D. CLOSE (but no cigar). This is not a good example of infrequentinteraction. We really don't know how often the group members interact with each other. Although there is an inference that if

they'reseparated, they don't interact but this is merely supposition. If you

have noted the limited opportunities to understand the other's perspective you are on the right track. There is one clear source inthe scenario that is getting in the way of intergroup understanding.






E. WRONG. This is not an example of the tangible nature of the work.Do not confuse intangible work with simply not knowing what the

othergroup does.






F. WRONG. This is not an example of competition over scarce resources. This source of conflict between groups is normally caused by competition for a limited resource. We would have an example of competition over scarce resources if the scenario stated that there

was disagreement about which unit would have priority over the use of certain equipment within in the division.






G. WRONG. This is not an example of ambiguous work assignments.There is no evidence of conflict because a task is assigned to these

groups with unclear responsibilities or lines of authority.










At the weekly staff meeting the Lieutenant questioned the Captain about his most pressing problem. "Sir, I need some guidance ASAP! We don't have enough portable

radios to support all four squads right now; it's getting so bad that the squads are beginning to get in fistfights over who gets the portables. I talked to the supply Lieutenant and he said that we won't be getting the new portables

until next week. Sir, what do you want me to do?

A. Goal Orientation

A. WRONG. This is not an example of goal orientation. Goalorientation is ruled out because there is no indication that the squadshave a different mission goal and priority. We would have a case of

goalorientation in this case if they were arguing based upon whose

missionwas the most important.


At the weekly staff meeting the Lieutenant questioned the Captain about his most pressing problem. "Sir, I need some guidance ASAP!

We don't have enough portable radios to support all four squads right now; it's getting so bad that the squads are beginning to get in

fistfights over who gets the portables. I talked to the supply Lieutenant and he said that we won't be getting the new portables


B. Time Orientation

B. WRONG. This is not an example of time orientation. If the problem

were short-term versus long-term orientation of the mission, then time

orientation would be the culprit. In this scenario it is apparent thateverybody involved has a need right now!







C. WRONG. This is not an example of physical separation. There is no

evidence anywhere in this scenario about physical separation.







D. WRONG. This is not an example of infrequent interaction. This conflict arises because group members seldom interact with each

other and thus have limited opportunities to understand each other'sperspective. We would have a problem with infrequent interaction if

the scenario went on to explain that the units tended to keep to themselves and had rarely interacted prior to attempting to work

out the problem.







E. WRONG. This is not an example of the tangible nature of work. This source of conflict normally exists when there is a difference in

the degree of measurability of each group's results. This would also be an example of tangible nature of work if one of the units justified

its greater need for the portable radios by saying that the other's mission was not very important and did not contribute as much to the

larger organization.







F. CORRECT. This is an example of competition over scarce resources.

The resource in this case are the portable radios and all the squads are

competing for them to accomplish their missions.







G. WRONG. This is not an example of ambiguous work assignments. This source of conflict occurs because a task is assigned to groups

and clarity with regard to responsibilities, priorities, and lines of authority is not established. We would have an example of

ambiguous work assignments if, after reading a memo from the supply Lieutenant, both units believed that they would get the

portable radios and were fighting in the squad room to get control of the portable radios.






The second step in attempting to ANALYZE a situation using intergroup

conflict theory is to determine how the conflict is affecting the performance of the organization. Conflict between groups is not

necessarily bad. In fact, conflict and competition between groups often enhances organizational performance. As leaders, we seek to manage conflict for the good of the organization and not necessarily eliminate it. We must be concerned when conflict between groups has become so intense that the performance of the organization is lowered, members are pressured into unethical actions for the sake

of winning, or the competition becomes more important to organizational members than the accomplishment of the mission. The

following exercises provide examples of competition and conflict between groups. Look at the situation and determine the effect on

the performance of the platoon.

Label the situations as either:

A. Functional Conflict - No significant adverse effect on unit performance and requires no action by the leader.

B. Dysfunctional Conflict - The conflict adversely affects unit

performance and the leader must act to resolve the conflict.TO THE QUESTIONS CONTENTS PAGE END




B. Dysfunctional Conflict - The conflict adversely affects unit performance and the leader must act to resolve the conflict.

The competition and rivalry, between the two squads was well known in the department. Sergeant Brown's squad

had been ranked the best squad at the last two pistol matches and this time around, your squad wanted that title. When you heard what Sergeant Brown was telling

you, you couldn't believe your ears. He was accusing two of your gung-ho sharp shooters of sabotaging three of his squad's weapons so your squad would have an edge in

tomorrow's pistol match.

A: Wrong. This incident has gone way beyond functional conflict. If what Sergeant Brown is telling you is true, your officers have allowed their desire to win to go too far. Sabotage like this is both unethical

and totally dysfunctional to both units.

PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END


The competition and rivalry, between the two squads was well known in the department. Sergeant Brown's squad had been ranked the

best squad at the last two pistol matches and this time around, your squad wanted that title. When you heard what Sergeant Brown was

tellingyou, you couldn't believe your ears. He was accusing two of your

gung-ho sharp shooters of sabotaging three of his squad's weapons so your squad would have an edge in tomorrow's pistol match.

B: Correct. This is the kind of incident you can expect to happenwhen competition gets out of hand. As professionals, we are guided

bycertain ethical standards which these officers have violated. There is

reason to take immediate action.



The competition and rivalry, between the two squads was well known in the department. Sergeant Brown's squad had been ranked the

best squad at the last two pistol matches and this time around, your squad wanted that title. When you heard what Sergeant Brown was

tellingyou, you couldn't believe your ears. He was accusing two of your

gung-ho sharp shooters of sabotaging three of his squad's weapons so your squad would have an edge in tomorrow's pistol match.





Your idea to allow some squads to work-out on duty wasn't working out. There was more discussion at the afternoon squad meetings about who was allowed to

work-out and who wasn't than about what had gone on that day on the street. Not only that, the third squad

sergeant was so mad that his squad didn't get to workout on duty this month that his squad refused to gas up the

squad cars for the oncoming shift, causing them to be late for their tour of duty.

A: Wrong. This is not functional conflict. The arguments over which squads would get to workout on duty have caused some bad feelings

in the unit, which have also led to some performance problems. Try again.



Your idea to allow some squads to work-out on duty wasn't working out. There was more discussion at the afternoon squad meetings

about who was allowed to work-out and who wasn't than about what had gone on that day on the street. Not only that, the third squad

sergeant was so mad that his squad didn't get to workout on duty this month that his squad refused to gas up the squad cars for the oncoming shift, causing them to be late for their tour of duty.

B: Correct. This is dysfunctional conflict. A seemingly insignificant issue such as working-out on duty has resulted in hard feelings and a lack of cooperation in your unit. This resulted in a squad being late for their tour of duty. You would be compelled to take some sort of action to resolve the issue and insure a unit performance does not

continue to suffer.



Your idea to allow some squads to work-out on duty wasn't working out. There was more discussion at the afternoon squad meetings

about who was allowed to work-out and who wasn't than about what had gone on that day on the street. Not only that, the third squad

sergeant was so mad that his squad didn't get to workout on duty this month that his squad refused to gas up the squad cars for the oncoming shift, causing them to be late for their tour of duty.





You weren't certain about all the pressure to be top squad at the pistol match competition. Your Lieutenant had

offered a huge trophy and an extra day off to the winner. Since then, you had never seen such intense preparation. As you left headquarters, you saw a group of your officers

talking. When you asked what they were doing, one of the squad members explained that they were having a

strategy session among the marksman to try to improve their ability at night firing skills.

A: Correct. This is functional conflict. The competition for thetrophy and the day off seems to have energized your squad's officers

tousing their free time to improve their night firing skills

BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END


You weren't certain about all the pressure to be top squad at the pistol match competition. Your Lieutenant had offered a huge trophy and an extra day off to the winner. Since then, you had never seen

such intense preparation. As you left headquarters, you saw a group of your officers talking. When you asked what they were doing, one of the squad members explained that they were having a strategy

session among the marksman to try to improve their ability at night firing skills.

B: Wrong. There is no problem here. The competition seems to haveenergized your officers to training on their own time to improve their

performance. Try again.



You weren't certain about all the pressure to be top squad at the pistol match competition. Your Lieutenant had offered a huge trophy and an extra day off to the winner. Since then, you had never seen

such intense preparation. As you left headquarters, you saw a group of your officers talking. When you asked what they were doing, one of the squad members explained that they were having a strategy

session among the marksman to try to improve their ability at night firing skills.





The constant bickering between the detectives and patrolwas beginning to really worry you. Sure you understood that both groups had a lot of morale and espirit, but the name calling seemed a little too colorful even for your

Sergeant's taste. The thing that really bothered you were the rumors that some patrol officers were getting back at the detectives by continually changing the "F" stop on the cameras used by the detectives which resulted in several

photographs of evidence being ruined.

A: Wrong. This is not functional conflict. Name calling in and ofitself would not necessarily force you to act. Given the rumors aboutcamera tampering, things have gotten a little out of hand. Try again.



The constant bickering between the detectives and patrolwas beginning to really worry you. Sure you understood that both

groups had a lot of morale and espirit, but the name calling seemed a little too colorful even for your Sergeant's taste. The thing that really bothered you were the rumors that some patrol officers were getting

back at the detectives by continually changing the "F" stop on the cameras used by the detectives which resulted in several


B: Correct. This is dysfunctional conflict. The problem is not somuch the name calling but the action that has followed. As a leader,

you would be compelled to take some action to smooth things outbetween these two groups.



The constant bickering between the detectives and patrolwas beginning to really worry you. Sure you understood that both

groups had a lot of morale and espirit, but the name calling seemed a little too colorful even for your Sergeant's taste. The thing that really bothered you were the rumors that some patrol officers were getting

back at the detectives by continually changing the "F" stop on the cameras used by the detectives which resulted in several


Once we have learned to identify the sources of Intergroup Conflict and their effect on the organization, the next step is to learn to fix the problem through the application of conflict resolution strategies. The next practical exercise provides practice at recognizing

conflict resolution strategies that you will use as part of the SELECT step of the intellectual procedure.

Match the conflict resolution strategies in the list below with the appropriate example by left clicking on the

correct choice:

A. Avoidance

B. Liaison Groups

C. Problem Solving

D. Superordinate Goal

E. Forcing


A. Avoidance B. Liaison Groups C. Problem Solving



D. Superordinate Goal E. Forcing

The Lieutenant outlined the plan to the Sergeants, "OK,this is what we'll do. Have each squad give me the name of one officer and his/her Sergeant. Every other day-shift these pairs will meet at the conference room to establish a better understanding of our concerns for the upcoming month, iron out any points of disagreement between the squads, and point out any problems that might occur. I

will expect a monthly report from the Sergeants."

A. Avoidance

A. CORRECT. WRONG. This is not an example of avoidance. Avoidance occurs when the leader simply ignores the conflict.


The Lieutenant outlined the plan to the Sergeants, "OK,this is what we'll do. Have each squad give me the name of one

officer and his/her Sergeant. Every other day-shift these pairs will meet at the conference room to establish a better understanding of

our concerns for the upcoming month, iron out any points of disagreement between the squads, and point out any problems that

might occur. I will expect a monthly report from the Sergeants."

B. Liaison Groups

B. CORRECT. This is an example of a liaison group. Representatives from groups in conflict meet to solve existing problems and prevent

future problems from occurring.






C. Problem Solving

C. WRONG. Problem solving involves group representatives&meeting to resolve conflict on a case by case basis.







D. WRONG. This is not an example of a superordinate goal.Use of this strategy requires the establishment of a goal which iscompelling and appealing to the groups, and which requires their

cooperation to insure accomplishment.






E. Forcing

E. WRONG. This is not an example of a forcing strategy. A leader uses forcing when he/she mandates or dictates a solution to a problem using power associated with his/her position. His/her solution may favor one group or reflect a compromise between

solutions suggested by the groups.










Lieutenant Thomas told his Sergeants, “Tomorrow the 3rd Squad will go to the firing range. We will be there until

we can all qualify above a score of 90%. If we succeed in this accomplishment, everyone in the squad will get an

extra day off.”

A. Avoidance

A. WRONG. This is not an example of avoidance. Avoidance occurs when the leader simply ignores the conflict.


Lieutenant Thomas told his Sergeants, “Tomorrow the 3rd Squad will go to the firing range. We will be there until we can all qualify above a score of 90%. If we succeed in this accomplishment, everyone in

the squad will get an extra day off.”

B. Liaison Groups

B. WRONG. This is not an example of a liaison group. Representatives from groups in conflict meet to solve existing

problems and to prevent future problems from occurring.




C. Problem Solving

C. WRONG. This is not an example of problem solving. Problem solving involves group representatives meeting to resolve conflict on

a case by case basis.





D. CORRECT This is an example of superordinate goal. Use of this strategy requires the establishment of a goal which is compelling and

appealing to the groups, and which requires their cooperation to insure accomplishment.




E. Forcing










Lieutenant Jenkins explained to his squad Sergeants, "I think first squad has the better idea. So, Sergeant

Gorden, we will be using the SOPs developed by first squad. From now on there should be no question

concerning the conduct of radar enforcement."

A. Avoidance

A. WRONG. This is not an example of avoidance. Avoidanceoccurs when the leader simply ignores the conflict.


Lieutenant Jenkins explained to his squad Sergeants, "I think first squad has the better idea. So, Sergeant Gorden, we will be using the

SOPs developed by first squad. From now on there should be no question concerning the conduct of radar enforcement."

B. Liaison Groups






C. Problem Solving

C. WRONG. This is not an example of problem solving. Problem solving involves group representatives meeting to resolve conflict on

a case by case basis.





D. WRONG. This is not an example of a superordinate goal. Use of this strategy requires the establishment of a goal which is compelling and appealing to the groups, and which requires their cooperation to

insure accomplishment.




E. Forcing

E. CORRECT. This is an example of a forcing strategy. A leader uses forcing when he/she mandates or dictates a solution to a problem using power associated with his/her position. His/her solution may

favor one group or reflect a compromise between solutions suggested by the groups.








Captain Scroggs turned to his Lieutenant and said, "No, Tom. I think I'll just let the squad Sergeants work it out. The competition might do us all some good. If it starts to

look like they can't handle it, I'll step in."

A. Avoidance

A. CORRECT. This is an example of avoidance. Avoidanceoccurs when the leader simply ignores the conflict or monitors it.


Captain Scroggs turned to his Lieutenant and said, "No, Tom. I think I'll just let the squad Sergeants work it out. The competition might do us all some good. If it starts to look like they can't handle it, I'll step

in."

B. Liaison Groups

B. WRONG. This is not an example of a liaison group.Representatives from groups in conflict meet to solve existing




in."

C. Problem Solving

C. WRONG. Problem solving involves group representativesmeeting to resolve conflict on a case by case basis.



in."


D. WRONG. This is not an example of a superordinate goal.Use of this strategy requires the establishment of a goal which iscompelling and appealing to the groups, and which requires their

cooperation to insure accomplishment.



in."

E. Forcing





in."



CONTENTS PAGE END


Lieutenant Dallas, the Operations Lieutenant, called representatives from the Detective bureau and

Communications sections into his office. He said, "Let me remind you of why we're here. This squabbling between,

your two sections is causing problems in the whole department. Now lets get the issues on the table, arrive at some agreeable solution, and get back to the business

of accomplishing the mission of this department."

A. Avoidance

A. WRONG. This is not an example of avoidance. Avoidance occurs when the leader simply ignores the conflict.

PLEASE TRY AGAIN ENDCONTENTS PAGE

Lieutenant Dallas, the Operations Lieutenant, called representatives from the Detective bureau and Communications sections into his

office. He said, "Let me remind you of why we're here. This squabbling between, your two sections is causing problems in the whole department. Now lets get the issues on the table, arrive at

some agreeable solution, and get back to the business of accomplishing the mission of this department."

B. Liaison Groups







C. Problem Solving

C. CORRECT. This is an example of problem solving. Problem solving involves group representatives meeting to resolve conflict on a case

by case basis.

BACK TO THIS QUESTION ENDCONTENTS PAGE





D. WRONG. This is not an example of a superordinate goal. Use of this strategy requires the establishment of a goal which is compelling and appealing to the groups, and which requires their cooperation to

insure accomplishment.





E. Forcing







Welcome to the END of the Practice Exam for Chapter #25

and the END of AREA 3.

If you wish to discontinue your work until another time, simply hit the Escape Key on

your keyboard then end the Program.

If you wish to continue, hit the Escape Key and open another AREA Folder or click on

the CONTENTS PAGE at the bottom right of your screen and pick another chapter to

work on.CONTENTS PAGE

Welcome to the NJSACOP Command and Leadership Program Practical Testing Module. Please place your...

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