Crime Fighting Computer Systems and Databases

December 13, 2008 at 10:29 am · Filed under Social Web + More

As crime globalizes, so does crime fighting. Mobsters, serial killers, and terrorists cross state lines and borders effortlessly, making use of the latest advances in mass media, public transportation, telecommunications, and computer networks. The police - there are 16,000 law enforcement agencies in the Unites States alone - is never very far behind.

Quotes from the official Web pages of some of these databases:

National Center for the Analysis of Violent Crime (NCAVC)

Its mission is to combine investigative and operational support functions, research, and training in order to provide assistance, without charge, to federal, state, local, and foreign law enforcement agencies investigating unusual or repetitive violent crimes. The NCAVC also provides support through expertise and consultation in non-violent matters such as national security, corruption, and white-collar crime investigations.

It comprises the Behavioral Analysis Unit (BAU), Child Abduction and Serial Murder Investigative Resources Center (CASMIRC), and Violent Criminal Apprehension Program (VICAP).

VICAP is a nationwide data information center designed to collect, collate, and analyze crimes of violence - specifically murder. It collates and analyzes the significant characteristics of all murders, and other violent offenses.

Homicide Investigation Tracking System (HITS)

A program within the Washington state’s Attorney General’s Office that tracks and investigates homicides and rapes.

Violent Crime Linkage System (ViCLAS)

Canada-wide computer system that assists specially trained investigators to identify serial crimes and criminals by focusing on the linkages that exist among crimes by the same offender. This system was developed by the RCMP (Royal Canadian Mounted Police) in the early 1990s.

UTAP, stands for The Utah Criminal Tracking and Analysis Project

Gathers experts from forensic science, crime scene analysis, psychiatry and other fields to screen unsolved cases for local law enforcement agencies.

International Criminal Police Organization (ICPO) - Interpol’s DNA Gateway

Provides for the transfer of profile data between two or more countries and for the comparison of profiles that conform to Interpol standards in a centralized database. Investigators can access the database via their Interpol National Central Bureau (NCB) using Interpol’s secure global police communications system, I-24/7.

Interpol’s I-24/7

Global communication system to connect its member countries and provide them with user-friendly access to police information. Using this system, Interpol National Central Bureaus (NCBs) can search and cross-check data in a matter of seconds, with direct and immediate access to databases containing critical information (ASF Nominal database of international criminals, electronic notices, stolen motor vehicles, stolen/lost/counterfeit travel and ID documents, stolen works of art, payment cards, fingerprints and photographs, a terrorism watch list, a DNA database, disaster victim identification, international weapons tracking and trafficking in human beings-related information, etc).

Interpol Fingerprints

Provides information on the development and implementation of fingerprinting systems for the general public and international law enforcement entities.

Europol (European Union’s criminal intelligence agency) Computer System (TECS)

Member States can directly input data into the information system in compliance with their national procedures, and Europol can directly input data supplied by non EU Member States and third bodies. Also provides analyses and indexing services.

Sam Vaknin ( samvak.tripod.com ) is the author of Malignant Self Love - Narcissism Revisited and After the Rain - How the West Lost the East. He served as a columnist for Global Politician, Central Europe Review, PopMatters, Bellaonline, and eBookWeb, a United Press International (UPI) Senior Business Correspondent, and the editor of mental health and Central East Europe categories in The Open Directory and Suite101.

Until recently, he served as the Economic Advisor to the Government of Macedonia.

Visit Sam’s Web site at samvak.tripod.com

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How Do I Demonstrate I Am Listening?

September 5, 2008 at 4:23 am · Filed under Social Web + More

I have spoken to many leaders and the consensus is that listening to the answer is more important than asking the perfect question. Listening intently builds trust between you and the speaker. With that in mind, here are some tips to improve your listening:

1. Don’t let your mind wander. Zen masters can keep their minds completely focused on one thought or conversation, but most of us can not. We might, for instance, latch onto one piece of information that the speaker has said. We grip it tightly and plan our response, rather than simply bookmarking this information and continuing to listen. In doing so, the speaker will see in our eyes that we have tuned out. Trust, confidence, and motivation will spiral downward.

2. Don’t interrupt after asking a question. Leaders often have Type-A personalities, so they want to complete others’ sentences. In all likelihood, they could probably do a better job of relaying the information, but that is not the goal of listening. Out-thinking your subordinates or showing off is not leadership. Patience is. Allow the speaker all the time in the world to provide you with an answer and to ask follow-up questions. Doctors at the renowned Mayo Clinic in Rochester, Minnesota pride themselves on spending a lot of time listening to their patients. Many practitioners ask questions and filter out most of what the patient says (listening only for symptoms they believe to be present), paying little mind to the patients’ questions. Those questions can be very revealing especially if the patient is suffering from a rare disorder. Good doctors and good leaders have patience and make better decisions as a result.

3. Don’t ask a question then give an answer to see if you were right. I was in a coaching exercise with a CEO. He summoned his accountant and asked her, “What are our revenue and net profits going to be this year?” Before she could answer, he said, “$5 million and $1 million respectfully.” He clearly wanted to demonstrate that he was aware of the numbers to me and to her. This was about ego and it did nothing to build his leadership within the organization. Each time we do one of our team members’ jobs our leadership power is taken away. What’s her incentive to try to answer his questions in the future? Wasn’t he communicating that her time must not be valuable if she was going to be called into the office just so he could ask and answer his own question? Does she now think he has nothing better to do with his time? Actually, these are not assumptions. This is what I discovered when I spoke with her afterward.

4. Be attuned to body language-your own and the speaker’s. Maintain eye contact. Sit up straight and lean forward. Don’t communicate disinterest or impatience by tapping a pen against the desk. And try to pick up on nonverbal cues that the speaker is transmitting. John Urban, Former CEO, President and Chairman of Pioneer Hi-Bred International looks for “Dissonance.” When there is a disagreement or a gap between the work that was performed and the work that was expected to be performed, he pays particular attention to body language-failure to make eye contact, lowered or trailing off voices, etc. He then tries to imagine the question the speaker least wants him to ask. Then he asks it.

Interestingly, John finds it easier to listen for dissonance and ask the right questions if the organization’s vision, plan, and goals are clear. It makes sense. After all, if you know what key the symphony is in, it is much easier to detect a wrong note.

If you follow these four tips, you will be a good listener. And you will be pleasantly surprised to find out how prepared you subordinates are for their meeting with you.

Gary received his undergraduate degree from the University of Minnesota and attended Harvard Business School. He has participated in Covey Leadership, Disney University, & the Aspen Institute as a Crown fellow.

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