Page 1—Elements of Decision-making in Police Organizations © Bond & Morreale—Under review for Pending Publication Elements of Decision-making in Police Organizations Brenda J. Bond, Ph.D., Suffolk University Stephen A. Morreale, D.P.A., Worcester State College/Walden University Abstract Executives and managers of police agencies are depended upon to deal with crisis and change in their environments and in their organizations. The decisions made by these leaders are distinct from those on the spot decisions often made by law enforcement officers, correctional officers or court personnel in field situations. In most instances, there is time to reflect, assess and collect data in order to make more informed decisions. Unlike line-level personnel, administrators are most often positioned to engage in strategic and long-term decision-making as opposed to crisis-driven decision-making. Engaging in a systematic decision-making process can be beneficial if the process includes collecting and evaluating information and data, giving other stakeholders the opportunity to review and provide input, and reviewing previous “best practices” in organizational decision-making The paper sets forth the findings of a limited exploratory, qualitative study aimed at identifying processes used in decision-making by police administrators. The paper also includes recommendations to enhance the decision-making processes used by police administrators. By police administrators, we are referring to those individuals who have the authority to make policy in a police organization versus managers who are situated between the street-level staff and the organization administrator. The suggestion of strategic planning has overwhelming and negative connotations to many criminal justice practitioners. However, many of the tenants used for strategic planning have applicability to decision-making. By connecting the results of this exploration to theories of change and action, this paper identifies systematic approaches that can be used in the police administrator decision-making process. Overview There is no question that police organizations play a vital role in the quality of life of every community member. Police managers are required to make quick judgments and decisions that affect the lives and well being of officers and citizens that they have a duty to protect. However, there are two levels of decision-making that present themselves in police organizations. These decisions fall into the domains of crisis management and strategic management. This paper does not focus on the decision-making of the patrol officer in field situations who are required to make quick decisions based on the need for immediate action. Instead, the paper focuses on the strategic management and change situations. Strategic decision-making as a context allows for deliberation and reflection. In this context, it is important to have a “systematic” process of information gathering, discussion, review, consideration and weighing of alternatives and ongoing assessment.