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AcademiaAbstract
The Johari Window framework suggests that individuals are unaware of aspects of themselves and these are also unknown by others (the unknown area). Simulation-based learning exercises, which focus on placing incident commanders in decision-making situations, offer opportunities for those commanders (and others) to better understand the impact of decision-making actions taken in response to evolving critical public order policing incidents. This study reports on differences between behaviours participants anticipate displaying in specific situations and their actual behaviours displayed in simulated incidents.
The study employed interviews and surveys, to collect data on changes the participants could describe in their decision-making behaviour after experiencing the simulation and on return to the reality of the demands of police leadership in the workplace. The findings of the study contribute to understanding the value of simulation-based learning for the wider training and education community which is focused on developing knowledge and skill for incident command leadership. Further the study illustrates the value of simulation based learning for the participants in revealing the influence of real world circumstances on decision making vs anticipated behaviour with the potential to close the gap on their Johari Window.