THE MODEL WAS DEVELOPED AS A RESULT OF A REPORT MADE BY A CANADIAN SUPREME COURT JUSTICE INDICATING A NEED FOR IMPROVED SUPERVISORY AND MANAGEMENT TRAINING IN CANADIAN POLICING. POLICE MANAGERS WHO HAD ATTENDED PREVIOUS MANAGEMENT TRAINING COURSES EXPERIENCED DIFFICULTIES IN TRANSLATING THE COURSES' THEORIES INTO ACTUAL PRACTICE. THEREFORE, THIS MODEL REQUIRES THAT THE TEACHING-LEARNING ENVIRONMENT OCCUR AROUND A REALISTIC POLICING OPERATION SPECIALLY CREATED FOR THE PURPOSE. IT ALSO ATTEMPTS TO CREATE A CLOSED SYSTEM TO DEAL WITH A CONCERN THAT DECISIONS ARE NOT IDEAL; THEY AFFECT AND ARE AFFECTED BY OTHER DECISIONS. FOR THE PURPOSES OF THE EXERCISE, MANY ASPECTS OF THE SOCIETY, CULTURE, AND ECONOMY OF BRITISH COLUMBIA WERE STUDIED AND A MYTHICAL, REPRESENTATIVE COMMUNITY WAS CREATED. DATA ON THIS COMMUNITY AND MANAGEMENT TRAINING LITERATURE WERE ASSEMBLED INTO A 250-PAGE EXERCISE DOCUMENT. ONE PRIORITY OF THE MODEL WAS BREAKING DOWN TRADITIONAL, AUTHORITARIAN LEADERSHIP RESPONSES. THEREFORE, PROGRAM PARTICIPANTS WERE SELECTED ON A FUNCTIONAL BASIS -- MANAGEMENT, SUPERVISORY, AND FRONT-LINE PERSONNEL. THE PARTICIPANTS WERE INSTRUCTED TO STUDY THE SITUATION CAREFULLY BEFORE THE EXERCISE BEGAN. OVER A THREE-DAY PERIOD, THE OFFICERS WORKED BOTH IN SMALL GROUPS AND ALL TOGETHER, AND PARTICIPATED IN ROLE-PLAYING. THE PROGRAM WAS EVALUATED BY THE PARTICIPANTS, AND THEIR IDEAS WERE USED TO CREATE THE NEXT 'GENERATION' OF MANAGEMENT PROBLEMS FOR REVISED MODELS. IT WAS CONCLUDED THAT THE FORMAT OF THE EXERCISE AND THE PROBLEMS PRESENTED WERE USEFUL AND APPLICABLE TO PROBLEMS ACTUALLY FACED IN POLICING COMMUNITIES IN BRITISH COLUMBIA.