On the decision-making framework for policing: a proposal for improving police decision-making

This article introduces the Decision-Making Framework for Policing (DMFP), a comprehensive tool designed to enhance the decision-making understanding of police officers. The DMFP considers the principles of heuristic, naturalistic, and rational decision-making along a fluid cognitive continuum to cr...

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Bibliographic Details
Main Author: Halford, Eric (Author)
Format: Electronic Article
Language:English
Published: 2024
In: International journal of law, crime and justice
Year: 2024, Volume: 79, Pages: 1-17
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Keywords:
Decision-making
National Decision Model
Police
Policing
Description
Summary:This article introduces the Decision-Making Framework for Policing (DMFP), a comprehensive tool designed to enhance the decision-making understanding of police officers. The DMFP considers the principles of heuristic, naturalistic, and rational decision-making along a fluid cognitive continuum to create a framework that addresses the limitations of the existing police National Decision Model (NDM). It achieves this by including 10 proposed typologies of police decision-making including: Routine, Tactical, Operational, Crisis, Investigative, Ethical, Interpersonal, Administrative, Managerial, and Strategic. These are integrated alongside existing and adapted decision-making models which are presented using a mnemonic letter strategy. Although the DMFP is theoretical, and its utility is presently untested in comparison to the existing NDM, it is presented to provide a tool to help improve officers' tacit knowledge, pattern recognition, and experiential learning through provision of easily recallable mnemonic decision-models. Thereby fostering a deeper understanding of cognitive processes and the factors influencing police decisions, potentially increasing consistency in reasoning, reducing decision errors, and enhancing policing outcomes.
Item Description:Literaturverzeichnis: Seite 15-17
Physical Description:Illustration
ISSN:1756-0616
DOI:10.1016/j.ijlcj.2024.100702