By Don Vandergriff and Fred Leland

It was an honor and privilege to work on this article with my good friend Don Vandergriff. Our hope is you all get some ideas you can utilize making yourselves and your organizations more effective. ~Fred

Published in Current: The Homeland Security Review A Journal of the Institute for Law & Public Policy CALIFORNIA UNIVERSITY OF PENNSYLVANIA VOLUME 3, NO. 3

Adaptive Leader Methodology (ALM) offers the first responder a better alternative to the traditional “input-based” or “competency theory” philosophy that currently governs their training programs at all levels. ALM is perhaps best described as “developmental training,” i.e., the development of the individual within the training of a first responder’s or leader’s task. It emphasizes teaching the “why” behind actions through an emphasis on the fundamental principles that should guide future actions and decisions. ALM is best suited to nurture innovation and adaptability, the characteristics that are absolutely essential on today’s complex streets and in handling crisis situations. The recurring question, however, is this: how does one teach in an ALM environment? What are the “how to” aspects of implementing the theory behind ALM? Perhaps most importantly, how does a trainer approach leader development using this philosophy?

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