March 2023
Interested in Submitting an Article for the Newsletter?
If you want to submit an article for the newsletter, please email Michael Cummings. Articles should be no more than 1,000 words.
Job Postings
Our Job Bank webpage is one of our most viewed pages. To see current job openings, click here. If your agency has job openings, please complete the Submit New Job form, and we will gladly advertise it on our website.
Training at NCJA
If you are interested in receiving training at NCJA (in-person or online), make sure you are registered to take classes. Links for registration and a complete listing of courses are below:
Registration and Training Portal
NCJA Podcast
NCJA 10-14 is the podcast produced by NCJA. Topics covered include hemp, opioids, human trafficking, and more. Don’t worry if you’ve missed an episode. You can listen to or download them here.
NCJA Online Bookstore
As a reminder, you can now order materials from our bookstore online. Head on over to the Academy Bookstore to see what’s available. If you’re on campus, please stop by and check out the clothing options, including Lady V Neck Tees, Chambray button-down shirts, and Ladies’ Tunic Hoodies. We’ve also added toddlers’ t-shirts and a whole lot more! We still have everyone’s favorites, classic T-shirts, sweatshirts, hoodies, and more colors coming.
NCJA Library/Research Center
Did you know you don’t have to be on the Academy’s campus to utilize our available criminal justice resources? If you are interested in researching a topic, click the link below to NCJA’s Research Center page. You will find links to the Criminal Justice Database, NC LIVE, and freely available reports from the Police Foundation, Police Executive Research Forum (PERF), US DOJ Community Oriented Police (COPS), and more. Note: you will need login credentials to access the Criminal Justice Database and NC LIVE, but these credentials can be obtained by contacting the NCJA Library. You can also reach us by phone at 910-926-6016 or 910-926-6090.
Additionally, we can loan out materials from the library collection and mail them to you. All you need is a library account. Contact us to set up an account if you don’t have one. Here’s the link to the NCJA Research Center:
https://ncdoj.gov/ncja/research-center/
Facilities Update
We are happy to announce two significant projects starting soon. The repaving of the driving track and Faculty Drive should begin by late spring.
Training News from 2022
Major Curriculum Revisions
Formal job task analyses (JTA) have been conducted for Basic Law Enforcement Training, Detention Officer Certification Training, and Telecommunicator Certification training. As a result of these JTAs, all three curricula have undergone complete revisions. Numerous stakeholder groups provided significant input and feedback on lesson plan drafts, and multiple legal reviews were conducted in the process. All three training programs will begin pilot deliveries at various locations across NC in 2023.
NCJA R.I.T.E. Awards
In what has become an annual event, NCJA recognizes employees who epitomize the R.I.T.E. principles in carrying out the mission of the Academy:
R: Relevant, I: Innovative, T: Timely, and E: Engaging.
Here are the NCJA R.I.T.E. Award recipients for their contributions made to the Academy in 2022:
Relevant: Alex Cobb (West Campus, Firearms)
Innovative: Julynn Washington (East Campus, Support Services); Danny Gray (West Campus), Crash Investigation/Reconstruction
Timely: Kristi Jernigan, Jane Wiatrak, Melinda McClenny, and Alice Butler (East Campus, Online Course Development)
Engaging: Casson Reynolds (West Campus, Forensics and Crime Scene Reconstruction)
Course Delivery
2022 was the Academy’s first full year back to in-person classes after Covid, and it was a good year for training delivery. The Academy saw just over 12,000 students attend classes in person during 2022. Online delivery of classes reached impressive numbers as well. For 2022, the Academy saw 206,000 completions of online courses. Additionally, NCJA instructors participated in talks, gave demonstrations and tours, and attended conferences. Jessica Cook and Merrily Cheek attended and presented at the IADLEST Conference in Ft. Worth, TX.
Retirements
In 2022, there were several retirements from the Academy: Stacy Holloman (former Deputy Director), Chad Thompson (Firearms), Alice Butler (Online Course Development), Martin Williams (Maintenance/Grounds), Marla Norville (West Campus), and Brent Janowiak (West Campus Purchasing). We wish these former NCJA employees the best in their future endeavors.
Personnel Additions/Changes
The following promotions/hires were announced in 2022/2023:
Candace Cannady: Bookstore Manager
Thomas Tiller: Print Shop Manager
Ramona Higgins: Audio-Visual Production Unit Manager
Nathan Bright: Acadis Manager
Greg Raynor: Facilities Manager – Salemburg
Anthony Farrior: Business Manager
Dawn Thornton: Business Office Assistant
Julynn Washington: Accreditation Manager
Jason Beebe: Instructor/Developer on the West Campus responsible for Basic Narcotics, Drug Diversion, and the School Director for the Specialized Explosives Hazardous Material Instructor Training program
Jerry Morse: Instructor/Developer (East Campus), Use of Force, Duty to Intervene, and De-escalation.
Robert Taylor: Instructor/Developer (East Campus), Specialized Physical Fitness Instructor Course
FTO Program
Richard Baric, the Academy’s FTO Instructor, retired at the end of February. Should you have questions about the FTO program after February, please contact Tony Losada (Training Manager) or Carolyn Pope (Administrative Assistant).
Upcoming Classes
Field Force Operations
The NCJA is partnering with the NC Department of Public Safety – Division of Emergency Management to offer training from the FEMA Center for Domestic Preparedness (CDP). 8016 – Field Force Operations is three days of training on protest types and actions, legal considerations, responsibilities of mobile field force teams, and crowd-control methods. There are also practical exercises where attendees utilize the acquired classroom knowledge.
Courses will be offered multiple times throughout 2023 on both NCJA campuses and the NCDPS training facility in Samarcand. Initial registration is done through the Division of Emergency Management portal NC TERMS. The portal may be reached at https://terms.ncem.gov/TRS/. There are still openings available for all classes.
If there are any questions about 8016 – Field Force Operations, please contact Lt. Charles Dube of the New Hanover County Sheriff’s Office at cdube@nhcgov.com or 910-798-4168, Shawn Newton at spnewton11@gmail.com or Instructor Amber Burgess Cox at 828-393-2208 or aburgess@ncdoj.gov.
The dates for the classes are as follows:
8016 – FFO Location
March 20 – 22, 2023 Salemburg
April 17 – 19, 2023 Samarcand
May 15 – 17, 2023 Edneyville
July 31 – August 2, 2023 Edneyville
October 16 – 18, 2023 Samarcand
November 13 – 15, 2023 Salemburg
Gracie Survival Tactics
The Gracie Survival Tactics Instructor Certification Course will be offered in Salemburg June 12th-16th, 2023. GST is the only jiu-jitsu-based defensive tactics course that is P.O.S.T. certified in 42 states! If you are interested in attending, register as soon as possible. Most GST courses sell out in advance. You can register at the following URL:
https://store.gracieuniversity.com/categories/military_and_law_seminars/GST1-SALNC-061223.html
NCJA Leadership Certificate Program
Kevin Tingen, NCJA Instructor/Developer
Do you know about the NCJA Leadership Certificate Program? If you are a current or aspiring criminal justice leader, the LCP may be just what you’re looking for to aid in personal leadership development. It is a minimum 400-hour pursuit toward leadership excellence. The hours are cumulative based on the completion of specified leadership-based courses through NCJA, with limited credit allowed for leadership courses and programs completed through other recognized schools. Other recognized programs are AOMP, FBI-NA, FBI-LEEDA, West Point Leadership Program, Credible Leadership Modules I-V, and more. To learn more about the LCP, please visit https://ncdoj.gov/ncja/certificate-programs/ncja-leadership-certificate/, or contact Kevin Tingen at ktingen@ncdoj.gov. Lead well!
Building a Legacy: Instilling Conflict Management Skills in Our Mid-Level Managers
– Laurie Austen
The last segment introduced the foundation for building our mid-level managers to succeed. In building that foundation, using skills appropriate to conflict management is essential. In review, conflict is defined as a “…disagreement through which the parties involved perceived a threat to their needs, interests or concerns.” The previous column also identified and discussed the eight (8) types of conflict found in the workplace, determined from the writings of Bell and Hart: resources, styles, perceptions, goals, pressures, roles, values, and policies.
We begin by looking at different levels of conflict. “It has been [proven] by [research] that [conflict] [occurs] at personal, group, and organizational levels.” There are five (5) different levels at which conflict can occur. This is driven by the individual parties or groups involved in the dispute.
Intrapersonal conflict. It is the conflict that an individual alone will experience within themself based on a decision they have made. An example could be whether or not an individual calls into work saying they are sick when they honestly decided they wanted to go fishing instead of going to work that day. Characteristics that an individual might experience when working faced with an intrapersonal conflict include anxiety, depression, guilt, and stress.
Interpersonal conflict. It is a conflict between two individuals. An example of an interpersonal conflict would be a situation between two employees who want to take the same day off when their shift is already “running short,” and only one can be off. Characteristics that an individual might experience when being faced with an interpersonal conflict include anger, anxiety, and other negatively charged emotions.
Intra-organizational conflict. The conflict that occurs between management and staff. This disagreement could entail work assignments, management decisions, policy enforcement issues, and other organizational-related topics. In this type of conflict, groups can form and polarize the workforce about their stance on issues. Interest-driven employees may choose teams to oppose the management or other interest groups.
Intra-group conflict. Conflict occurs in groups at the “membership level.” Group members differ in attitudes, opinions, behaviors, and other relative beliefs or values. This level of conflict can be dynamic. In some instances, group members may be drawn to others with the same thought process, while some members may be repelled due to the differences in values. Conflicts of this level may be both constructive and destructive.
Inter-group conflict. It is a conflict where different groups compete for what they desire. An example would be the police department going before the city council with the proposed budget for the upcoming year. In addition to the police, the fire department, parks/recreation department, and street department are submitting their budget requests, competing for the same “pot” of funds.
Conflict can present both positive and negative outcomes. Positives can include cohesiveness, greater understanding, and better relationships. Negative aspects include disputes, lower productivity, anger, and mistrust. We have explored types of conflicts in the workplace and the levels of rows that can be present. In this next section, we will look at a model that helps us to understand how individuals respond when confronted with conflict. By better understanding conflict responses, mid-level managers can better manage the conflict. Again, please note that this column is about conflict management, not conflict resolution.
We will explore a foundational model known as the Thomas-Kilmann Conflict Model. One way of addressing conflict is to examine how individuals behave in conflict situations. In the mid-1970s, two psychologists, Dr. Kenneth W. Thomas, and Dr. Ralph H. Kilmann designed a tool to assess how individuals behave in conflict situations.
The Thomas-Kilmann Conflict Mode Instrument (TKI) was developed to help individuals determine their primary style of handling conflict. The instrument is available online and can be purchased for self-assessment. There are five standard responses that individuals usually have when facing competition. The TKI is designed to assist with identifying an individual’s style and determine whether they spend too much time in a particular response pattern and how an individual can become better prepared to handle conflict by exploring other response modes. Here is a brief overview of the model for which the instrument was developed.
To describe the model, there are three (3) primary items identified. The first item is the design. This model contains five (5) modes, placed on a “scale” aligned with two dimensions.
The two (2) dimensions are identified as the level of assertiveness and the level of cooperation. The story of assertiveness is explained as the level of the individual (low to high) trying to satisfy their concerns. The second dimension is the level of cooperativeness (low to high), trying to meet the needs of others’ concerns. The direction of the arrow in the sample below indicates these levels.
The third piece of the model contains the five modes of response that a person may explore when they find themselves in conflict. Here is what the model looks like with the modes in place:
Now, let’s look at the “modes,” keeping in mind that these are five different ways an individual could respond when in conflict. These are explained by behaviors you may observe in the individual’s response to conflict.
The Competition Mode. The competing mode is, as the word describes, this person will compete to come out on top and wants to win the conflict. This mode is high in assertiveness and low in cooperation. It is described as appropriate when a quick decision needs to be made and unpopular issues are at stake. This can be observed as a power struggle or “I win, you lose.” Behaviors you might keep in this response to the conflict may include arguing or debating, using their “rank” or “title” for influence in the situation. This person will strongly assert their opinions and feelings, attempting to stand their ground. This person will state their position clearly.
The Accommodation Mode. This mode is exemplified as high in cooperation and low in assertiveness. It is described as appropriate when the goal is yielded or acceded to the other party. It can be used to end the conflict and stop further “damage” in this relationship. If the person feels they are wrong, they may respond in this mode or submit to “I lose, you win.” Behaviors you might observe in this individual’s response to the conflict may include forgoing their desires, an ability to yield to others, a sense of selflessness, and a willingness to obey orders.
The Avoidance Mode. This mode is described as low in assertiveness and low in cooperation. It is explained as being appropriate when a delaying action, trivial issues, no chance of getting what is wanted, or the potential risk of confrontation outweighs the benefits of resolution. It can result in a loss of control over the outcome. This can be observed the as a power struggle or “I lose, you lose.” Behaviors you might observe in this response to the conflict may include the individual’s ability to withdraw, leave things unresolved, and sidestep issues. This person seems to have a practical sense of timing in avoidance behavior.
The Collaboration Mode. This mode is high in assertiveness and high in cooperation. It is described as having the goal of multiple participants to expand a range of possibilities. Insights are needed from both sides, and both sets of concerns are too important to compromise. This can be observed as “I win, you win.” Behaviors you might observe as a response to the conflict may include active listening, clear identification of concerns, non-threatening confrontation, and the ability to analyze input.
The Compromise Mode. This mode is moderate in assertiveness and moderate in cooperation. It is described as having a goal to find the middle ground. You will note that this mode is correct in the middle of the diagram. It is what would be minimally acceptable to all. This could occur when two equally strong parties are committed to their goals. It could be observed as “you win some, you lose some.” Behaviors you might keep in this response to the conflict may include the ability to negotiate, assess value, find a middle ground, and make concessions.
There are other conflict response models, some of which resemble the Thomas-Kilmann Model. A model posed by Dr. Ron Kraybill is very similar in structure and poses five (5) modes of dealing with conflict: Directing, Cooperating, Avoiding, Harmonizing, and Compromising.
References:
“About Conflict.” Madison, WI: Academic Leadership Support, Office of Quality Improvement and Office of Human Resource Development. [Online]. Available at: https://www.ohrd.wisc.edu/ onlinetraining/resolution/aboutwhatisit.htm. [January 2017].
American Heritage® Dictionary of the English Language, Fifth Edition. S.v. “inquiry.” Retrieved November 6, 2017, from https://www.thefreedictionary.com/inquiry.
“Bell and Hart’s Eight Causes of Conflict: Understanding the Causes of Workplace Tension.” MindTools. [Online]. Available at: https://www.mindtools.com/pages/article/eight-causes-conflict.htm [January 2017].
“Conflict Resolution: Using the ‘Interest-Based Relational’ Approach.” MindTools. [Online]. Available at: https://www. Mindtools .com/pages/article/newLDR_81.htm [January 2017].
Foundation for Critical Thinking. “Define Critical Thinking.” Accessed November 6, 2017. http://www.criticalthinking.org/pages/defining-critical-thinking/766.
Ghaffar, Abdul and Umar Ali Kahn. “Nature of Conflict Management Strategies.” International Journal of English and Education 1 (October 2012): 333. Accessed October 1, 2017. http://ijee.org/yahoo_site_admin/assets/docs/Dr_Abdul_gaffar.273141342.pdf
Heartfulhabits.com. “The Difference Between Passive vs Active Listening.” Accessed November 6, 2017. http://heartfulhabits.com/passive-vs-active-listening/
Hopkins, Margaret M. and Robert D. Yonker. “Managing conflict with emotional intelligence: abilities that make a difference.” The Journal of Management Development 34, no. 2 (2015): 226-244.
MindTools. “Conflict Resolution: Using the ‘Interest-Based Relational’ Approach.” Accessed October 1, 2017. https://www.mindtools.com/pages/article/newLDR_81.htm.
Skillsyouneed.com “Listening Skills.” Accessed October 3, 2017. https://www.skillsyouneed.com/ips/listening-skills.html.
Stewart, Susan. Conflict Resolution: A Foundation Guide. Hook Hampshire, United Kingdom: Waterside Press, 1998.
“Understanding Conflict and Conflict Management.” The Foundation Coalition. [Online]. Available at: http://www. nrm.wa.gov.au/media/10646/understanding_conflict_and_conflict_management.pdf. [January 2017].
Let Us Hear from You!
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Trevor Allen, NCJA Director
Phone: 910-525-4151
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