Different Components That Comprise An Effective Research Design

McMains, M. J., Mullins, W. C. (2015). Crisis negotiations: Managing critical incidents and hostage situations in law enforcement and corrections.

The third step is to organize and train a crisis communication team, and establish a crisis communication center. The eight people listed above comprise the crisis communication team along with the Director of Emergency Management (DEM). The DEM shall conduct training exercises throughout the year, which informs the members about their specific assignments and how they will accomplish these responsibilities. Less complicated exercises are discussion based, such as seminars and tabletop exercises; whereas, more complex exercises are operations based, such as drills and full-scale

In every emergency, plans are likely to change due to unexpected situations. Green, Carlson, Scholder, & Campbell’s Three Circles of Leadership model (n.d.) explains that “followers must be open to new ideas or change and are willing to learn and improve”. Therefore, everyone must remain prepared to adapt to those changes. After the emergency operation team was informed about a secondary leader joining them and having to abandon their original plan to help Brown Trout Bay, some team members began to express their conflicting views. Each team member expressed their own opinion about the new plan. Response team members Brianne, Rodney, Matthew, Janice, Lisa, and Sebastian are all willing to accept and work alongside the new team leader Megan

Rank and chain of command are important and imperative in dealing with emergency situations. More and more, however, agencies are relying on officers to make important decisions on behalf of the agency that have an impact on the communities in which they serve. In the paramilitary style of leadership, the decisions that are made for the agency, whether long term or day to day, are largely made by the leaders at the top of the agency. The command staff of the agency sets a goal, commonly with little or no direction, and expects that the goal will be accomplished because “I said so.” Often the goals are not shared goals, or at the very least, are not communicated well enough to provide the officers with an understanding of why the goals are important. All too often the response from the leaders is, “because this is how it has always been done.” As the age of our agencies continues to get younger, and Generation Y begins to take over, we are finding that those answers are no longer good enough. The challenge is to find out how we overcome the age old way of doing things, and to provide a clear vision and set of goals that we can get our officers to buy into. Gardner and Reece (2012) state that executives must create a department where employees are excited to come to work, zealous about getting mission-driven results, and empowered to take skilled initiative. Further they state

These decisions makers have defined what the organizations mission is and are constantly working towards it. Realizing that crisis management must be more than mere lip-service, leaders develop training programs around various crisis situations and drill often on various scenarios that could envelop any organization. While training leaders stress working “smarter”, managing their training time around obsessive planning for numerous crisis events means being better prepared when an actual disaster

What would you do differently if you had it to do all over again? Why?……...7

Learning how to communicate something successfully is just as important as it is to decipher it. Given these points, it is especially important to pay attention to what the author is trying to convey with crisis communication to assist in protecting the situation or the individual as best as one

10. Simulation of this proactive crisis communication plan has been periodically implemented to ensure the smooth operation of the communication plan in an unforeseen crisis. The communication team members who needed coaching and technical assistance during these simulations are now trained and ready. Each member of the crisis plan has identified his part of the brainstormed disaster plan and simulated his part of the plan down to the smallest detail. The crisis communication plan has had periodic updates (Zaremba, 2010).

At the Daly City Police Department, there is a hierarchy that oversees day-to-day operations in the department. The hierarchy starts with the Chief of Police, then Captains, Lieutenants, Sergeants, and Officers. There are a few ways that the leadership roles, especially the Chief of Police and Captains, will utilize to get their message across to the Lieutenants and Sergeants. The leadership team uses email, written messages, directives, and meetings to communicate with people within the rank and file. Although those forms of communication are great, there are still plenty of issues and miscommunication.

After the crisis team is formed, criteria, procedures, and logistics will be discussed. The school-based crisis team will usually consist of those individuals who are highly valued by the school administration and who hold the title of a school administrators, nurses, psychologists, and counselors. In order to have a successful crisis team, they must hold crisis team meetings, planning, staff development training, and regular communication with the entire school staff. Each crisis teach should have a team leader to be in charge of the entire crisis team and take the lead in organizing, planning, training, and communicating with the school board, and local emergency response agencies. The other members of the crisis team’s roles will be assisting with first aid, media, counseling students, and crowd control. The

Both the planning and implementation elements of a rigorous crisis communication plan focus on the development of the Crisis Management Team ( CMT ), the flexible execution of tactics, and the critical need to be linked strategically to the executive table.The key to ensuring flexibility, and to ensuring that a crisis communication plan will survive intact, rests with the

All organizations, especially law enforcement agencies, require leadership. Maintaining a dependable leadership structure is key to the success of any organization. The philosophy of the modern style of police leadership involves a leader who is strong, competitive and unreceptive to change. Police leadership is based from an autocratic style which is founded on integrity and courage, embracing teamwork, involvement and shared leadership (Cordner & Scarborough, 2010). This style of leadership works well in an emergency situation in which rapid decision making and strict control is needed. The negative aspect to this style of leadership is the inability of the organization to function with the absence of leadership.

2. Coombs, W. T. (1999) Ongoing crisis communication: Planning, managing, and responding, Thousand Oaks, CA: Sage.

When selecting a research approach, Creswell (2014) outlines criteria that affect the choice of one approach over another. I have already discussed how my worldview, personal experiences, and identified problem of practice and the questions affect my research. The design, methods, and audience of my emerging research will also be considered in terms of choosing a research approach.

The research design used in this study was correlational. The correlational design allows the determination of existence or degree of relationship between two variables. In this study gender was used as the nominal independent variable and hours spent in in Pinterest weekly was the dependent variable. The correlational research method was chosen because it allows relevant evidence to be collected and the data collected is directly related to the research question. This type of study manages variations, identifies relationships between variables, and produces answer to the research question. The purpose of the research had to reflect on the research design in order to reveal whether or not there was a statistical significance, in this case