Annual FBI Symposium on Crime Laboratory Development: Leading Scientific
September 23.......Tuesday, September 24.......
Wednesday, September 25.......Questions?
The 2002 Symposium
focuses on management issues facing crime laboratory managers. The
FBI is collaborating with Washington University's Olin School of
Business Executive Management Program in St. Louis, Missouri, to
develop and present an executive management program customized for
crime laboratory managers. The symposium will be held at the University's
managers who would like to attend the symposium but have not received
a registration packet may contact the FBI Laboratory Training Coordinator
Office at (703) 632-4622 or firstname.lastname@example.org
to request one. The registration deadline is July 15, 2002.
features three session formats:
- Plenary Session
during which a keynote speaker provides a philosophical foundation
for a topic to all attendees
- Core Session
during which an instructional speaker provides tools to address
a topic to attendees grouped according to their interests (estimated
group size: 75 -125)
during which facilitators help small groups develop personal skills
for a topic (estimated group size: 25 - 50)
A draft schedule
September 23, 2002
The Challenge of Leading Scientific Organizations
will introduce the Symposium's theme¾exploring the challenges for managers who lead scientific organizations.
It will present the Theory of Disruptive Technology, which reveals
a new way of managing and working. Successive sessions provide a
comprehensive approach to learning the management competencies and
leadership commitment needed for the future success of science-based
the Knowledge Workforce
are knowledgeable people who seldom achieve results alone. During
this seminar attendees will discuss the qualities, strengths, and
weaknesses that distinguish science professionals in the organization.
Managers with Case-Working Responsibilities
discuss how to disengage themselves from their profession to accomplish
leadership integration, to do the occupation they love while they
carry out other management and administrative responsibilities.
Managers without Technical or Scientific Backgrounds
discuss gaining and maintaining credibility with scientific constituents.
They will explore how to develop a leadership role by making good
Developing New Managers
orient themselves to the challenges of science-management concepts,
then discuss the seven management competencies needed to effectively
lead a science organization.
2, and 3 will have attendees delving into the core session content
in greater detail to explore how to integrate these concepts into
the work environment. Workshops 4, 5, and 6, facilitated by other
laboratory managers, will have attendees exploring how specific
challenges can be effectively managed.
1: Working Leaders
Workshop 2: Science Managers
Workshop 3: Developing Leaders
Workshop 4: Acquiring a Laboratory
Information System (LIMS)
Workshop 5: Facing Admissibility Challenges
Workshop 6: Expanding Forensic Services
(Adding New Disciplines)
Sessions: How to be an Effective Mentor-Coach
managers should facilitate developing the personal and professional
skills of their personnel. Mentoring and coaching are two major
development practices. Attendees will explore mentoring and coaching
models and discuss how to incorporate effective strategies in their
1: Leadership Mentoring
review thinking strategically, driving for results, and analyzing
problems, then discuss how these management competencies relate
to leadership development. They will identify strategies for uncovering
self-development needs and discuss how to recognize and foster leadership
the development needs of their staff.
2: Science Mentoring
review disciplined process orientation, impartiality, and analytical
orientation¾the technical and management competencies that an effective crime
laboratory manager needs. They will discuss mentoring and coaching
3: Organization Mentoring
review mentoring and coaching, achieving expertise, and choosing
a career path, then learn which of these competencies help initiate
and sustain the organization. They will discuss whether these competencies
are underdeveloped in science organizations and understand how they
can make a difference.
September 24, 2002
Sessions: Managing Resources
is relevant to all crime laboratory managers. Strategic thinking
and effective problem analysis are two key management competencies
for developing innovative budget solutions.
1: Managing under Budget Constraints
explore various budgeting environments (i.e., constrained, no growth,
reduction, and increased, but not enough). They will discuss and
generate innovative solutions to maximize resources under these
2: Pilot Projects to Make a Business Case
discuss using a pilot project to establish a case for the value
of new initiatives. They will learn how to use a low-cost, small-scale
project to demonstrate success, then leverage that success to fund
a new program.
3: Managing Conflicting Priorities
budget priorities are inevitable. Attendees will explore positive
aspects of trade-off analysis, then further explore trade-off decision-making
and how to properly evaluate options.
Workshops: Pursuing Resources
2, and 3 will have attendees interacting with core session presenters
to explore ways to integrate budget management concepts into their
work. Workshops 4, 5, and 6 will have attendees exploring how some
of their colleagues managed specific budget challenges effectively.
1: Outsourcing and Other Cost Efficiencies
Workshop 2: Demonstration
Projects to Secure Funding
Workshop 3: Making Trade-Offs
Workshop 4: Productivity
Workshop 6: Grant Proposal Development
Sessions: Creating a Framework for Negotiation
allows crime laboratory managers to build relationships needed to
get results both inside and outside the formal power structure.
Managers must learn how to constructively plan and prepare for important
negotiation opportunities up, down, across, and outside their organization.
Today's crime laboratory manager must approach negotiation not as
an adversary but as a partner willing to understand and meet the
needs of other affected parties.
1: Managing in a Union Environment
be introduced to basic negotiation skills and explore negotiation
relationships. They will discuss the negotiation process and use
analytical tools and models. They will understand union partners
in negotiation and their own role in achieving agreement.
2: Managing in a Bureaucracy
The basics of
negotiation will be presented. Attendees will learn how to develop
a strategic approach to negotiation in a bureaucratic environment.
They will develop specific negotiation questions and learn how to
use that information to build an effective negotiation plan.
3: Working with Non-Scientific Colleagues and Funding Agencies
basics will be presented. Attendees will explore techniques for
speaking effectively to influence a non-scientific audience. They
will examine the use of technical language as a barrier to effective
Workshops: Negotiation Scenarios
2, and 3 will have attendees probing core session content more deeply
with presenters to explore how they can integrate these concepts
into their role as a manager. Workshops 4, 5, and 6 will have attendees
exploring how their colleagues handled specific negotiating scenarios
1: Strategic Negotiation
Workshop 2: Negotiating within a Bureaucracy
Workshop 3: Negotiating with Non-Scientific
Colleagues and Funding Agencies
Workshop 4: Negotiating with Labor
Workshop 5: Negotiating for Science
Workshop 6: Negotiating for Asset Forfeiture
September 25, 2002
Sessions: Laboratory Manager as Advocate
A crime laboratory
manager's role extends beyond the boundaries of the laboratory.
Managers also must instill common understanding, foster professional
unity, and provide practical solutions to recognizing interests
inside and outside the organization. Effective managers must speak
directly and openly to the connecting interests of people, communities,
and the laboratory team.
1: Advocacy within the Criminal Justice Community
learn how to become effective advocates through professional coalition
building and grassroots advocacy. They will explore the characteristics
of the criminal justice community audience and learn techniques
for defining and stating their own advocacy agenda.
2: Advocate for Forensic Science
explore the common goals, language, and process in advocating for
the forensic science profession. They will examine the building
of coalitions for research and technology improvements. They will
delve into strategies for effectively handling the media and using
it as an ally.
3: Advocate for the Team
review techniques for creating a team environment by focusing on
their staff. They will discuss methods for fostering individual
development and team building by creating a trusting and information-sharing
environment, fostering training, and providing adequate equipment
to do the job safely. Above all, good work must be recognized.
Sessions: Improving an Organization's Effectiveness
is necessary to provide the highest quality and fastest response
to crime laboratories' client organizations. Quality initiatives
must consider both personnel and process. When initiating actions
to improve a laboratory's effectiveness, managers must understand
that the role they play and the investments they make are critical.
These core sessions will focus on translating some well-established
tools and techniques into practical applications and measures.
be introduced to the concept of people as assets. Scientific professionals
are the owners of their skills and knowledge, and they are portable
assets. Attendees will discuss employee retention by understanding
that science professionals must want to work for the organization,
even when other opportunities exist. Attendees will explore strategies
for creating a symbiotic relationship built on the mutual needs
of both the organization and its employees.
explore concepts of quality, then discuss how a quality system can
be integrated into a laboratory setting. They will evaluate the
return-on-investment for a functioning quality system.
identify performance measures applicable to a crime laboratory setting.
They will discuss how performance measures can be quantified or
qualified and tracked in a systematic way. They will learn how to
use this information to improve productivity.
Workshops: Successes and Failures: Real-Life Stories
will be an interaction among colleagues. Attendees will share success
or failure stories for brainstorming on 'how' or 'how not to.'
1: Ongoing Professional Development: Creating a Supportive
Workshop 2: Quality is a Comprehensive
Workshop 3: Measurement, Accreditation,
Workshop 4: How Our Laboratory Became
ASCLD/LAB or ISO 17025 Accredited
Workshop 5: How We Dealt with a Serious
Workshop 6: How We Improved Quality
Session: Sustaining Professionalism in a Scientific Organization
be called to act on ideas taken from the Symposium's sessions. Managers
will be challenged to harness the opposing forces of technical knowledge
and management competency by providing leadership to science organizations.
Training Unit Chief
Quantico, Virginia 22135
Phone: (703) 632-4630
Fax: (703) 632-4657
of the page