ABF Officer Recruit SJT cheat sheet

Integrity means consistently adhering to moral and ethical principles, even when unobserved or under pressure.

The AFP Code of Conduct requires members to act with honesty, fairness, and in the public interest.

A conflict of interest exists when personal interests could improperly influence official duties; it must be disclosed and managed.

Accepting gifts or benefits that could reasonably be seen to influence judgment is prohibited under professional standards.

Use of force must be lawful, necessary, and proportionate; excessive force is both an ethical and legal breach.

Reporting misconduct is a duty, not an option; failing to report can itself be a breach of standards.

Confidential information must only be accessed and used for legitimate operational purposes.

Ethical decision-making frameworks often involve: Is it lawful? Is it fair? Would I be comfortable if it were public?

Corruption includes bribery, extortion, nepotism, and any abuse of entrusted power for private gain.

Active listening involves full attention, reflecting back, and clarifying to ensure understanding.

Open-ended questions encourage elaboration; closed questions elicit specific facts.

The '7-38-55' rule (Mehrabian) suggests words, tone, and body language contribute to communication, though it applies mainly to feelings/attitudes.

Assertive communication uses 'I' statements, clear requests, and respect for others' rights.

Barriers to communication include jargon, noise, preconceptions, and emotional interference.

Feedback should be specific, timely, and behavior-focused rather than personal.

In crisis negotiation, active listening skills (e.g., mirroring, labeling) help de-escalate and build rapport.

Cultural awareness and avoiding stereotypes improve cross-cultural communication.

Written communication in policing must be clear, factual, and free of ambiguity for legal and operational purposes.

The OODA loop (Observe, Orient, Decide, Act) is a decision-making model for dynamic situations.

Risk assessment involves identifying hazards, evaluating likelihood and impact, and implementing controls.

The 'reasonable person' test asks what a hypothetical reasonable person would do in the same circumstances.

Under pressure, decision-makers should prioritize life safety, then incident containment, then property.

Decision-making can be biased by stress, fatigue, and cognitive shortcuts (heuristics); awareness helps mitigate.

The 'thin-slicing' concept refers to making quick judgments based on limited information, which can be accurate but also error-prone.

Escalation of commitment is the tendency to persist with a failing course of action; good judgement involves recognizing when to change course.

In policing, decisions must be lawful, proportionate, and accountable; the 'PLAN' (Proportionality, Legality, Accountability, Necessity) test is often used.

After-action reviews help improve future decision-making by analyzing what worked and what didn't.

Tuckman's stages of group development: Forming, Storming, Norming, Performing, Adjourning.

Effective teams have clear goals, defined roles, and mutual accountability.

Psychological safety (Edmondson) is the belief that one can speak up without punishment; it enhances team learning.

Collaboration requires sharing information, resources, and credit; silos hinder effectiveness.

Conflict can be constructive if managed properly; the Thomas-Kilmann modes are competing, collaborating, compromising, avoiding, accommodating.

Team situational awareness involves shared understanding of the environment and task; it is critical in high-risk operations.

Diversity in teams can improve problem-solving but requires inclusive practices to leverage differences.

Delegation is effective when tasks are matched to skills and authority is clear.

Community policing emphasizes partnership, problem-solving, and organizational transformation.

Procedural justice (Tyler) is based on four principles: voice, neutrality, respect, and trustworthiness.

Legitimacy in policing is enhanced when the public perceives processes as fair, even if outcomes are unfavorable.

Customer service in public sector involves responsiveness, empathy, and accountability to the community.

Community engagement strategies include consultation, collaboration, and empowerment.

Vulnerable groups (e.g., youth, elderly, CALD) may require tailored communication and support.

Feedback mechanisms (surveys, complaints) help identify community needs and improve services.

Crime prevention through environmental design (CPTED) and community education are proactive community-focused approaches.

The 'broken windows' theory suggests addressing minor disorders can prevent more serious crime, though it is debated.

Resilience is the ability to bounce back from adversity, trauma, or stress; it can be developed.

Stress management techniques include deep breathing, exercise, time management, and seeking social support.

Adaptability involves adjusting to new conditions and thinking flexibly; it is a key employability skill.

Self-management includes regulating emotions, setting goals, and maintaining work-life balance.

Signs of stress include irritability, fatigue, difficulty concentrating, and changes in sleep or appetite.

Employee Assistance Programs (EAPs) provide confidential support for personal and work-related issues.

Cognitive reframing is a technique to change negative thought patterns and improve resilience.

Mindfulness and meditation can reduce stress and improve emotional regulation.

Continuous learning and seeking feedback enhance adaptability and career growth.