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these are two questions in two parts. BEGIN WITH THE TOPIC AND ANSWER.
PART I-Personal and Organizational Paradigms
1.Paradigms can be said to provide a filter or lens. They act as a filter, in that it may only permit certain information through, blocking the rest. They may act as a lens, focusing attention on a single area, hindering the observer from seeing anything but the small area he is focused upon. Based on the course readings, learners whose last name begins with A-M should discuss how paradigms may develop at the individual level, noting how they may influence individual leadership styles. Based on the course readings, learners whose last name begins with N-Z should discuss how organizational paradigms may influence leadership of, or within, the organization. Learners should respond to at least two of the original postings of other learners, responding to learners whose initial discussion posting assignment differed from their assignment. (Example: Learners with a last name of A-M respond to learners with last names of N-Z, and vice versa).
L
for this project last name is “K”
Background reading resources:
Personal and Organizational Paradigms
Introduction
If you want to make minor, incremental changes and improvements, work on practices, behavior or attitude. But if you want to make significant, quantum improvement, work on paradigms.
? Dr. Stephen R. Covey,
The 8th Habit
Leadership development is a complicated and multifaceted journey with countless variables having integral roles at different points in different contexts. While each of us travels this journey in unique ways, there is one fundamental starting point: We must develop an appreciation of both our personal and organizational paradigms.
Paradigms
In specific terms, paradigms are models or scientific assumptions. However, in a broader sense, paradigms are the lens (or filter) through which we view the world. They are extremely powerful forces that shape how we process information and subsequently respond to our environment. Paradigms have a particular importance in the public safety arena, as leaders in this field will be required to truly reconsider their fundamental ways of doing business.
Unit 1 provides the opportunity for you to develop a deeper understanding and appreciation of the power of paradigms. You will explore your personal paradigms, their origins, and how they affect your ability to lead. You also will explore various organizational paradigms in the public safety field and evaluate their effect on the successes or failures of these organizations.
From this launching point, we are able to shift the way we see the world, thus altering our leadership behavior for greater effectiveness. We are able to see what could be. We are free to explore our potential.
Reference
Covey, S. (2006). The 8th habit: From effectiveness to greatness (p. 19). New York: Free Press.
References
Books
Gardner, J. (1990). On leadership. New York: The Free Press. ISBN 0029113121.
Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass. ISBN 9780787984915.
Ortmeier, P., & Meese, E. (2009). Leadership, ethics, and policing: Challenges for the 21st century. (2nd ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 9780135154281.
Zigarmi, D., Blanchard, K., Edeburn, C., & O’Connor, M. (2005). The leader within: Learning enough about yourself to lead others. Upper Saddle River, NJ: Prentice Hall. ISBN 013147025.
Articles
Library
The following required readings are provided to you in the Capella University Library. Ask a Librarian for assistance with any of these resources.
Ciulla, J. (1995). Leadership ethics: Mapping the territory. Business Ethics Quarterly, 5(1), 5?28.
Collins, J., & Powel, S. (2004). Spotlight: The characteristics of level 5 leadership. Management Decision, 42(5/6), 709.
Cummins, R. A., & Nistico, H. (2002). Maintaining life satisfaction: The role of positive cognitive bias. Journal of Happiness Studies, 3(1), 37?69.
Heifetz, R., & Laurie, D. (1998) Adaptive strategy. Executive Excellence, 15(12), 14?15.
Helland, R., & Winston, B. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies, 12(2), 42?54.
Inamete, U. (2006). The academic discipline of management and homeland security. Review of Policy Research, 23(1), 197?222.
Kania, R. (2004). A brief history of a venerable paradigm in policing. Journal of Contemporary Criminal Justice, 20(1), 80?83.
Kanungo, R. (2001). Ethical values of transactional and transformational leadership. Canadian Journal of Administrative Sciences, 18(4), 257?265.
Kotter, J. (2001). What leaders really do. Harvard Business Review, 79(11), 85?96.
Kotter, J. (2007). Leading change. Harvard Business Review, 85(1), 96?103.
Kuhnert, K., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648?657.
Meyer, R. D., Dalal, R. S., & Hermida, R. (2010). A review and synthesis of situational strength in the organizational sciences. Journal of Management, 36(1), 121?140.
Murphy, S., & Drodge, E. (2004). The four I’s of police leadership: A case study. International Journal of Police Science and Management, 6(1), 15?29.
Ritzer, G. (1975). Sociology: A multiple paradigm science. American Sociologist, 10(3), 156?167.
Taylor, S. E., & Gollwitzer, P. M. (1995). Effects of mindset on positive illusions. Journal of Personality and Social Psychology, 69(2), 213?226.
Assessments
DISC Classic 2.0 Online Profile. (2004). Minneapolis, MN: Inscape.
Optional
The following optional materials are offered to provide you with a better understanding of the topics in this course. These materials are not required to complete the course.
Optional Books
Use ebrary and netLibrary to see if the library has access to the full text of a book. If the full text is not available, try using Interlibrary Loan to obtain a copy. You will receive interlibrary loan books in 7?10 business days. Ask a Librarian for assistance.
Covey, S.COVEY. (1989). The 7 habits of highly effective people. New York: Simon and Schuster.
PART II -The NRF and NIMS
Keeping in mind the core principles outlined in Chapter 1 of National Incident Management System and the Introduction and Chapter IV in NRF, prepare a posting that identifies the core components of NIMS, that identifes the core principles behind ICS, and that also addresses the following questions:
1. What is the purpose of the NRF?
2. What is the purpose of NIMS?
3. What is the purpose of ICS?
Also include in your posting a discussion of what might be the effect of NRF without NIMS, or vice versa?
Reading resources/references
Unit 1 ? Personal and Organizational Paradigms
Introduction
If you want to make minor, incremental changes and improvements, work on practices, behavior or attitude. But if you want to make significant, quantum improvement, work on paradigms.
? Dr. Stephen R. Covey,
The 8th Habit
Leadership development is a complicated and multifaceted journey with countless variables having integral roles at different points in different contexts. While each of us travels this journey in unique ways, there is one fundamental starting point: We must develop an appreciation of both our personal and organizational paradigms.
Paradigms
In specific terms, paradigms are models or scientific assumptions. However, in a broader sense, paradigms are the lens (or filter) through which we view the world. They are extremely powerful forces that shape how we process information and subsequently respond to our environment. Paradigms have a particular importance in the public safety arena, as leaders in this field will be required to truly reconsider their fundamental ways of doing business.
Unit 1 provides the opportunity for you to develop a deeper understanding and appreciation of the power of paradigms. You will explore your personal paradigms, their origins, and how they affect your ability to lead. You also will explore various organizational paradigms in the public safety field and evaluate their effect on the successes or failures of these organizations.
From this launching point, we are able to shift the way we see the world, thus altering our leadership behavior for greater effectiveness. We are able to see what could be. We are free to explore our potential.
Reference
Covey, S. (2006). The 8th habit: From effectiveness to greatness (p. 19). New York: Free Press.
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11. Paradigms can be said to provide a filter or lens. They act as a filter, in that it may only permit certain information through, blocking the rest. They may act as a lens, focusing attention on a single area, hindering the observer from seeing anything but the small area he is focused upon. Based on the course readings, learners whose last name begins with A-M should discuss how paradigms may develop at the individual level, noting how they may influence individual leadership styles. Based on the course readings, learners whose last name begins with N-Z should discuss how organizational paradigms may influence leadership of, or within, the organization. Learners should respond to at least two of the original postings of other learners, responding to learners whose initial discussion posting assignment differed from their assignment. (Example: Learners with a last name of A-M respond to learners with last names of N-Z, and vice versa).
Required
The materials listed below are required to complete the learning activities and projects in this course. Unless noted otherwise, the books, software, and coursepacks are available for purchase from the Capella University Virtual Bookstore. To purchase these texts, visit the bookstore and select your school and course ID.
Books
Gardner, J. (1990). On leadership. New York: The Free Press. ISBN 0029113121.
Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass. ISBN 9780787984915.
Ortmeier, P., & Meese, E. (2009). Leadership, ethics, and policing: Challenges for the 21st century. (2nd ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 9780135154281.
Zigarmi, D., Blanchard, K., Edeburn, C., & O’Connor, M. (2005). The leader within: Learning enough about yourself to lead others. Upper Saddle River, NJ: Prentice Hall. ISBN 013147025.
Articles
Library
The following required readings are provided to you in the Capella University Library. Ask a Librarian for assistance with any of these resources.
Ciulla, J. (1995). Leadership ethics: Mapping the territory. Business Ethics Quarterly, 5(1), 5?28.
Collins, J., & Powel, S. (2004). Spotlight: The characteristics of level 5 leadership. Management Decision, 42(5/6), 709.
Cummins, R. A., & Nistico, H. (2002). Maintaining life satisfaction: The role of positive cognitive bias. Journal of Happiness Studies, 3(1), 37?69.
Heifetz, R., & Laurie, D. (1998) Adaptive strategy. Executive Excellence, 15(12), 14?15.
Helland, R., & Winston, B. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies, 12(2), 42?54.
Inamete, U. (2006). The academic discipline of management and homeland security. Review of Policy Research, 23(1), 197?222.
Kania, R. (2004). A brief history of a venerable paradigm in policing. Journal of Contemporary Criminal Justice, 20(1), 80?83.
Kanungo, R. (2001). Ethical values of transactional and transformational leadership. Canadian Journal of Administrative Sciences, 18(4), 257?265.
Kotter, J. (2001). What leaders really do. Harvard Business Review, 79(11), 85?96.
Kotter, J. (2007). Leading change. Harvard Business Review, 85(1), 96?103.
Kuhnert, K., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648?657.
Meyer, R. D., Dalal, R. S., & Hermida, R. (2010). A review and synthesis of situational strength in the organizational sciences. Journal of Management, 36(1), 121?140.
Murphy, S., & Drodge, E. (2004). The four I’s of police leadership: A case study. International Journal of Police Science and Management, 6(1), 15?29.
Ritzer, G. (1975). Sociology: A multiple paradigm science. American Sociologist, 10(3), 156?167.
Taylor, S. E., & Gollwitzer, P. M. (1995). Effects of mindset on positive illusions. Journal of Personality and Social Psychology, 69(2), 213?226.
Assessments
DISC Classic 2.0 Online Profile. (2004). Minneapolis, MN: Inscape.
Optional
The following optional materials are offered to provide you with a better understanding of the topics in this course. These materials are not required to complete the course.
Optional Books
Use ebrary and netLibrary to see if the library has access to the full text of a book. If the full text is not available, try using Interlibrary Loan to obtain a copy. You will receive interlibrary loan books in 7?10 business days. Ask a Librarian for assistance.
Covey, S.COVEY. (1989). The 7 habits of highly effective people. New York: Simon and Schuster.
PART II- The NRF and NIMS
Keeping in mind the core principles outlined in Chapter 1 of National Incident Management System and the Introduction and Chapter IV in NRF, prepare a posting that identifies the core components of NIMS, that identifes the core principles behind ICS, and that also addresses the following questions:
1. What is the purpose of the NRF?
2. What is the purpose of NIMS?
3. What is the purpose of ICS?
Also include in your posting a discussion of what might be the effect of NRF without NIMS, or vice versa?
Unit 1 ? Overview of NIMS and the National Response Framework
Introduction
The National Incident Management System (NIMS) and National Response Framework (NRF) endeavor to standardize large-scale responses to natural disasters and serious emergency incidents that may need an extraordinary amount of resources and elongated operations. These types of incidents entail responses by first, second, and third responders and often the public safety response could determine the socioeconomic vitality of the afflicted region. Natural disasters and emergencies can be potentially devastating in both the short and long-term and therefore, effective response is paramount in mitigating the disaster and assisting in the long-term recovery process.
National Incident Management System (NIMS)
The President of the United States mandated the National Incident Management System (NIMS) with the Homeland Security Presidential Directive/HSPD?5 on February 28, 2003 (White House, 2003). The intent for this directive issued by the President of the United States is ?to enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive national incident management system? (White House, 2003, para. 1). The Department of Homeland Security was tasked with coordinating this new government management system and the Secretary of Homeland Security was appointed the head of managing all domestic incidents.
National Response Framework (NRF)
This directive also commissioned the Secretary of Homeland Security to create a document entitled ?National Response Plan? (NRP). The NRP is a plan that ?shall integrate Federal Government domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan? (White House, 2003, para. 16). The National Response Plan was finalized in December 2004, was updated May 2006, and recently the National Response Framework (NRF) superseded the NRP as of January, 2008.
History
The establishment of the National Incident Management System and the National Response Framework, and evolution for this necessity, were based on a confluence of political, socioeconomic, organizational, and geographic factors. The primary factors are a combination of the changing nature of threats to public safety and a continued increase in population and development in the United States. The population of the United States doubled from 1950 to 2000, from 150 million residents to 300 million residents, and the population density tripled from 1900 to 2000 (United States Census Bureau, 2002).
Additionally, the population shift is toward the Southern and Western parts of the United States to areas that are likely to be affected by natural disasters such as earthquakes, hurricanes, tornados, and floods. Testing the frequency of natural disasters is problematic given the life cycle of the planet, however, the population growth and sprawl is contributing to the gravity of natural disasters given the increased potential for loss of life and damage.
Another critical factor is the changing threats to public safety, particularly after the September 11, 2001 attacks. Threats to civilian lives, mass casualties, and serious damage to infrastructure are now a sobering reality to the homeland of the United States and a streamlined response at the Federal level is a necessity.
National Incident Management System (NIMS) and National Response Framework (NRF)
Introduction to NIMS and NRF
Launch Presentation | Transcript
Other factors discussed in this course regarding the development of the NIMS and NRF are the historical organizational development of public safety agencies and the political and socioeconomic factors.
References
United States Census Bureau. (2002). Demographic trends in the 20th century. Retrieved from http://www.census.gov/prod/2002pubs/censr-4.pdf
President George W. Bush ? The White House. (2003). Homeland Security Presidential Directive/HSPD?5. Retrieved from http://www.dhs.gov/xnews/releases/press_release_0105.shtm
Required
The materials listed below are required to complete the learning activities and projects in this course. Chess, C., & Clarke, L. (2007, September). Facilitation of risk communication during the anthrax attacks of 2001: The organizational backstory. American Journal of Public Health, 97(9), 1578?1583.
Dewan, S. (2007, February 16). New Orleans’s new setback: Fed-up residents giving up. New York Times, p. A1.
Farazmand, A. (2007, December). Learning from the Katrina crisis: A global and international perspective with implications for future crisis management. Public Administration Review: Administrative Failure in the Wake of Katrina, 67, 149?159.
Leitch, M. L. (2005, May 31). Just like bodies, psyches can drown in disasters. New York Times, p. F5.
Nossiter, A., & Drew, C. (2007, February 5). Dysfunction fuels cycle of killing in New Orleans. New York Times, p. A1.
Perry, R. (2003). Incident management systems in disaster management. Disaster Prevention and Management, 12(5).
Perry, R. W., & Mankin, L. D. (2005). Preparing for the unthinkable: Managers, terrorism, and the HRM function. Public Personnel Management, 34(2), 175?193.
Petak, W. (1985, January). Emergency management: A challenge for public administration. Public Administration Review, 45, 3?7.
Waugh, W. L., Jr. (2003, December). Terrorism, homeland security and the national emergency management network. Public Organization Review, 3(4), 373?385.
Internet
These required articles are available on the Internet. Please note that URLs change frequently. While the URLs were current when this course was designed, some may no longer be valid. If you cannot access a specific link, contact your instructor for an alternative URL. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.
Buck, D. A., Trainor, J. E., & Aguirre, B. E. (2006). A critical evaluation of the incident command system and NIMS. Journal of Homeland Security and Emergency Management, 3(3).
Department of Homeland Security. (2004). National Incident Management System (NIMS). Retrieved June 13, 2007, from http://www.fema.gov/pdf/emergency/nims/nims_doc_full.pdf
Department of Homeland Security. (2007, August). National Incident Management Systems. FEMA 501/draft. Retrieved April 19, 2008, from http://www.fema.gov/pdf/emergency/nrf/nrf-nims.pdf
Department of Homeland Security. (2008). National Response Framework. Retrieved April 19, 2008, from http://www.fema.gov/pdf/emergency/nrf/nrf-core.pdf
Government Accounting Office. (2006). Catastrophic disasters: Enhanced leadership, capabilities, and accountability controls will improve the effectiveness of the nation?s preparedness, response, and recovery system. Retrieved June 13, 2007, from http://www.gao.gov/new.items/d06618.pdf
Louden, R. (n.d.). Who?s in charge here? Some observations on the relationship between disasters and the American criminal justice system. Department of Homeland Security. Retrieved June 13, 2007, from http://www.training.fema.gov
McEntire, D. A. (2007). Chapter 1 ? Introduction: The importance of multi- and inter-disciplinary research on disasters and for emergency management. Department of Homeland Security. Retrieved June 13, 2007, from http://www.training.fema.gov/emiweb/edu/ddemtextbook.asp
National Commission on Terrorist Attacks Upon the United States. (2004). 9/11 Commission Report. Retrieved June 13, 2007, from http://www.9-11commission.gov/about/index.htm
Quarantelli, E. L. (1987). What should we study? Questions and suggestions for researchers about the concept of disasters. Federal Emergency Management Agency Institute. International Journal of Mass Emergencies and Disasters, 5(1), 7?32. Retrieved June 13, 2007, from http://www.training.fema.gov/EMIWeb/edu/docs/hazdem/What%20Should%20We%20Study.doc
Richards, E., Rathbun, K., Sol? Brito, C., & Luna, A. (2006). The role of law enforcement in public health emergencies: Special considerations for an all-hazards approach. U.S. Department of Justice ? Bureau of Justice Assistance. Retrieved June 13, 2007, from http://www.ncjrs.gov/pdffiles1/bja/214333.pdf
U.S. Department of Justice ? National Task Force on Interoperability. (2005). Why can’t we talk? Interoperability: Working together to bridge the communications gap to save lives ? A guide for public officials. Retrieved on June 13, 2007, from www.ncjrs.gov/app/Publications/abstract.aspx?ID=204348
Walker, D. M. (2006). Hurricane Katrina ? GAO?s preliminary observations regarding preparedness, response, and recovery. Government Accounting Office. Retrieved June 13, 2007, from http://www.gao.gov
Web Sites
Please note that URLs change frequently. While the URLs were current when this course was designed, some may no longer be valid. If you cannot access a specific link, contact your instructor for an alternative URL. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.
Department of Homeland Security. (2008). NRF resource center. Retrieved May 30, 2008, from http://www.fema.gov/emergency/nrf/mainindex.htm
Federal Emergency Management Agency. (2007). Declared disasters by year or state. Retrieved June 13, 2007, from http://www.fema.gov/news/disaster_totals_annual.fema
Federal Emergency Management Agency. (2007). FEMA history. Retrieved June 13, 2007, from http://www.fema.gov/about/history.shtm
Federal Emergency Management Agency. (2007). FEMA independent study program: IS?1 emergency manager. Retrieved June 13, 2007, from http://www.training.fema.gov/EMIWeb/IS/is1.asp
Federal Emergency Management Agency. (2007). FEMA regional NIMS coordinator roster. Retrieved June 13, 2007, from http://www.fema.gov/pdf/emergency/nims/regional_nims_coor_roster.pdf
Federal Emergency Management Agency. (2007). National Incident Management System Integration Center. Retrieved June 13, 2007, from http://www.fema.gov/emergency/nims/index.shtm
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