Decision-Making and Problem Solving
The core tool is the National Decision Model, with the Code of Ethics at its centre: gather information and intelligence; assess threat and risk and develop a working strategy; consider powers and policy; identify options and contingencies; take action; review. Risk assessment is often structured by THRIVE: Threat, Harm, Risk, Investigation, Vulnerability and Engagement. Problem solving may follow SARA: scan, analyse, respond, assess.
Core ideas
Options should be lawful, proportionate, necessary, accountable and the least restrictive available. Record the rationale, not just the outcome. Decisions are rarely final: the NDM includes review, so a sound answer may be a sequence (make safe, then investigate, then update) rather than one dramatic act. Escalate when risk or complexity exceeds your authority, but do not use escalation as a substitute for a lawful immediate action.
Traps
Common wrong answers act before gathering information, treat compliance as safety, prioritise recovering property over safeguarding a person, ignore a change in circumstances that demands a review, or rely on a power without checking it applies. 'Wait for a supervisor' is wrong where someone is at immediate risk; 'handle it alone' is wrong where a safeguarding referral or specialist support is needed.
Worked example
A detained shoplifter becomes aggressive and says he has chest pain. The best response is to treat the medical need first (ambulance, first aid, monitoring), then continue the arrest and evidential process, recording and reviewing as things change. Rule of thumb: risk to life trumps process, and the best answer often starts with 'gather information and make safe'.