Chapter 4. The Protection Officer as a Leader

56



4. THE PROTECTION OFFICER AS A LEADER



own team, and the greater organization they

serve, should study and develop leadership

skills.

3. High Potential: Those with high leadership

potential should be encouraged to study the

principles of leadership in order to make a

career decision about their long-term goals.



It is also important to keep in mind that not

everyone desires to be a leader, and that’s okay.

There are a great many people who are both

content and effective in their roles as a team

member. Still, a manager or supervisor should

never assume that one is content; lines of communication need to remain open and the question needs to be asked (Watson, 2007).



DO YOU REALLY WANT TO

BE A LEADER?

To some people, the idea of being a leader

sounds glamorous because they immediately

think of exerting influence over a team, being

consulted about important decisions, and being

recognized as indispensible to the organization.

Indeed, leaders experience many of these benefits, but they come at a high price.

The legendary football coach Vince Lombardi

said, “Leaders aren’t born; they are made. And

they are made just like anything else, through

hard work. And that’s the price we’ll have to

pay to achieve that goal, or any goal.”

The decision to develop leadership skills and

assume a role of influence within an organization should not be taken lightly. Leadership

involves long-term commitment and hard

work without an immediate payoff. Leadership

is not about position or privilege and often

involves putting one’s self-interest below that

of the team. Before embarking on the journey to



become a leader, it is wise to answer the following ten questions about, and for, yourself:



1. Do you have a sense of mission that is

greater than your own personal interests?

2. Are ethics more important to you than your

career?

3. Do you have a desire to help people solve

both work-related and personal problems?

4. Do you care about people enough to

constructively challenge them when they

are engaged in activities that are hurtful to

themselves, others, or the organization?

5. Do you readily accept responsibility for

your own mistakes?

6. Are you willing to accept responsibility for

the mistakes of others who are following

your lead?

7. Can you see potential in others?

8. Are you willing to develop potential in others?

9. Do you handle setbacks well?

10. Are you patient?

1. Yes: If you can answer “yes” to all of the

above questions, then you should consider

developing leadership skills.

2. I’m not sure: If you answered “I’m not

sure,” then you owe it to the organization

you serve and yourself to study leadership

in order to fully answer those questions.

3. No: If you answered “no” to most of the

questions, then, at this point in your life, you

probably wouldn’t be content or effective in

a leadership role.



Coach Lombardi was right; leadership is

hard work!

As previously stated, leadership isn’t for everyone and many people do not seek out leadership positions. Still, the seasons of a person’s life

change and with time, so, too, can one’s desire to

become a leader. Leaving oneself open to the possibility of becoming a leader is a wise choice, as

some of the most effective leaders are sometimes



I. FOUNDATIONS



THREE CRITICAL LEADERSHIP SKILLS



the most reluctant to assume those roles (Hertig

et al., 2008; Johnson, 2005; Sennewald, 1985;

Watson, 2007).



TEAM MEMBER SKILLS: THE

FOUNDATION OF LEADERSHIP

If you make the decision that becoming a

leader is a worthwhile goal, the hard work

begins as a team member. As team members, we

all have certain understood and implied responsibilities. Much of what we do is grounded in the

roles and expectations set forth by the organization we serve, but other characteristics include

the values that we, as team members, possess.

You cannot be an effective leader until you have

first met the basic tenets of being an effective

team member. Some very important attributes of

being an effective team member are:



1. Communicate effectively; in fact, overcommunicate.

2. Be aware of error traps in the workplace or

daily work processes.

3. Ensure that firewalls or protection is in

place to address the error traps.

4. Be motivated to improve operations; always

strive for excellence.

5. Continuously identify ways to improve

human performance.

6. Advise management when problems exist

in performing work.

7. Have a questioning and supportive attitude

as well as a willingness to be a proactive

problem solver.

8. Embrace and practice the STAR concept

(Stop, Think, Act, Review).

9. Strive for success but have a plan for failure.

Continually ask, “What if?”

10. Take the time required to do the job right

the first time.

(U.S. Department of Energy, 2009)



57



EXPECTATIONS OF LEADERS

Now that we understand what it takes to be an

effective employee, let’s examine what additional

expectations we have of leaders. Remember, as

we previously stated, a leader is any individual

who influences the willing actions of others in support of organizational goals and processes.

Additional traits that can characterize a leader

in any organization include:

1. Encourages open communication.

2. Advocates teamwork, to eliminate error

traps, and strengthen firewalls.

3. Seeks out and eliminates organizational

weaknesses that foster error traps.

4. Reinforces desired work behaviors.

5. Knows the importance of preventing error

traps.

6. Challenges atmospheres that support

complacency.

7. Works to clarify organizational and

individual employee issues.

8. Champions “across the board” adherence to

the highest standards.

9. Ensures all workers fully understand the

potential consequences of unsafe behavior.

10. Minimizes unfamiliarity among members of

the team.

Leadership involves the ability to understand

the goals of the organization we serve. For the

sake of our chapter, let’s refer to everyone outside our sphere of influence as our customer. Our

clients, our managers and supervisors, our peers

and our community, no matter who that may

be, are our customers. Once we understand the

goals and objectives of our customers, then we

can better serve their needs (Hertig et al., 2008;

Johnson, 2005; Sennewald, 1985; Watson, 2007).



THREE CRITICAL

LEADERSHIP SKILLS

The development of leadership skills is a

lifelong process, so a complete list and detailed



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4. THE PROTECTION OFFICER AS A LEADER



explanation of all the skill sets required for

effective leadership could fill several libraries. What follows is an overview of three broad

categories of practice that all leaders should

study and strive to master.

Practice 1: Ethics. This is the cornerstone of

the protection field. The organizations we serve

entrust us to protect their most valuable assets.

As a professional protection officer, you are

likely to have access to secure areas of the facility

in which you work. You are also likely to have

access to confidential information, knowledge

of specific security vulnerabilities, and the trust

of individuals within the organization. As a

result of this expanded access, knowledge, and

trust, we in the protection field are held to a

higher standard of behavior than the population at large.



Ethics goes beyond the following

concepts:

1. Following Organizational Rules: It is not

enough for a protection officer to simply

refrain from violating organizational rules;

everyone is supposed to follow the rules.

Since the professional protection officer is

expected to enforce rules, following those

same rules is expected as a matter of course.

2. Complying with Laws: It is not enough for

the protection officer to simply comply with

laws. Laws are, after all, minimal standards

of behavior expected by the society at large.

A protection officer should not only comply

with legal requirements but also

should strive to go above and beyond the

minimal standards provided by law.



cognizant, not only of what constitutes violations

of law and organizational policy but also what

appears to violate such laws and policies. Only by

doing so can the protection officer avoid doing

wrong, while engendering confidence in those

he or she serves (Department of the Army, 2006;

Hertig et al., 2008; Johnson, 2005; Sennewald,

1985; Watson, 2007).

Practice 2: Mission Focus. Organizations

exist for a purpose. This purpose is the organization’s mission or reason for existence. The role

of the security department is to provide professional protective services that allow the organization to accomplish its mission. The role of the

protection officer is to ensure that the security

department accomplishes its mission to serve

the organization. Those who wish to be leaders in the protection field must be familiar with

the organization’s mission and how the security

department contributes to accomplishing it.



The Professional Protection Officer’s

quest to be mission oriented should

include an understanding of the

following:

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.



Practically speaking then, ethics both encompass and surpass the minimal standards of law

and the basic expectations of the organizations

we serve. A protection officer should always be



The organization’s mission.

Who the organization serves.

The organization’s values.

The history of the organization.

The organization’s structure.

The geographic area and economic climate

in which the organization operates.

The image of the organization.

The security department’s role in the

organization.

The security department’s organizational

structure.

His or her own role in accomplishing the

mission.

(U.S. Department of the Army, 2006; Watson,

2007)



I. FOUNDATIONS



THREE CRITICAL LEADERSHIP SKILLS



Practice 3: Interpersonal Communication.

Organizations consist of groups of people all

working together under a common structure for

a common purpose. An ability to understand

and relate to people is a key element in effective leadership because it enables the leader to

influence others to accomplish organizational

and departmental missions.

There are four basic communication skills

needed of every leader: verbal, nonverbal, listening, and writing (Figure 4-1). The optimal

way to communicate is face-to-face. This allows

both the sender and the receiver of information to engage in real-time verbal and nonverbal analysis. It also allows for clarification and

immediate feedback.

1. Verbal Communication: Verbal

communication is comprised of the spoken

word. It is very important because it allows

us to:

a. Express ourselves in words.

b. Ask questions and clarify nonverbal

communication actions.

c. Provide feedback to the listener.

2. Nonverbal Communication: Nonverbal

communication is just that; communicating

with your body or emotions. Some experts

say that we do the vast majority of our



Verbal



Non-verbal



Writing



Listening



FIGURE 4-1 Four key areas of interpersonal communication.



59



communicating nonverbally. No matter how

you or another individual communicates

nonverbally, clarification is critical in

checking for understanding. A nonverbal

message has meaning, just as a verbal

one does. The content is more difficult to

“read,” but it is just as important. Many

actions are interpreted with specific feelings,

whether or not those feelings were meant

to be conveyed by the sender. By asking for

clarification, misunderstandings can be kept

to a minimum.

3. Listening Skills: Listening is oftentimes the most overlooked aspect of

communication. Although more than half of

our communicating time is spent listening,

compared to other types of communication,

we spend a small amount of time learning

how to listen effectively or actively. In

order to improve your listening skills, listen

actively, devoting all of your concentration to

the task. In fact, to be a good leader, we must

be a good listener. We must understand what

the expectations really are and we must align

our roles and responsibilities to meet those

expectations. Comprehension is the primary

goal of listening. We need to understand the

message being sent before we can process

the information, evaluate it, and provide a

response. NOTE: If at any time, during this

process, you get confusing information—ask

for clarification!

4. Writing Skills: Writing is another key

element in communication and a skill

developed over a lifetime. As a professional

protection officer you may find yourself

writing incident reports, daily logs, email

communications, proposals, training

programs, statements, security survey

reports, and annual reports along with a host

of other correspondence. There are many

ways to enhance one’s writing capability

but the best teacher is direct experience and

professional feedback from peers, managers,

supervisors, and customers.



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4. THE PROTECTION OFFICER AS A LEADER



Over time, writing tends to improve, so

don’t be discouraged if this is a weak area

for you.

The protection officer who strives to maintain the highest standards of ethics, constantly

remains aligned with departmental and organizational mission, develops solid interpersonal communications skills, and will make steady progress

in developing leadership skills (U.S. Department

of the Army, 2006; Elgin, 1980; Sennewald, 1985).



4.



5.



TEN STEPS TO BECOMING AN

EFFECTIVE LEADER

The following 10 steps or precepts are provided as a guideline for the serious student of

leadership.

1. Be the Leader You Would Want to Follow:

Remember our definition of leadership: any

individual who influences the willing actions

of others in support of organizational goals

and processes. Ask yourself, “What type of

leader would I be willing to follow?” Once

you answer that question, strive to be that

leader!

2. Accept That Conflict Is a Normal and

Healthy Part of Growth: Remember that

conflict is inevitable in all areas of human

endeavor. While some conflicts can have

negative effects, the absence of conflict

would mean that everything would always

stay the same and improvement would

never occur. When engaged in a conflict, ask

yourself, “What progress can be made by

actively listening to another point of view?”

3. Know Yourself and Know Others: A leader

has to be completely honest about his or

her strengths and weaknesses as well as

the strengths and weaknesses of others.

Only by doing so can the leader make

significant progress toward accomplishing

both the departmental and organizational

goals. Train yourself to be constantly



6.



7.



8.



9.



assessing your strengths, weaknesses, and

motivations, as well as those of others

around you.

Continually Assess the Situation: Life

moves quickly and situations can change

instantly. As a professional protection

officer and a leader, you must prepare for

whatever is coming next. This can only

be accomplished by training yourself to

develop and maintain situational awareness.

Remember What Is Truly Important: As

mentioned earlier, ethics is the cornerstone

of the protection field and an organization’s

mission is its reason for existence. Always

keep in mind that ethics is more important

than a specific job; your career is more

important than a specific position and the

mission is more important than pet projects or

short-term gains. Remembering what is truly

important will help you keep perspective.

Take Action: A leader must know when

to act and when to wait. Failure to act,

especially in the protection field, can be

very costly.

Position Yourself and Your Organization

Well: A leader must position him- or

herself to be ready to take advantage of

opportunities when they arise. As you move

forward in any situation always be aware of

potential opportunities and take the time to

position yourself and your team so that you

can capitalize on them when they arise.

Be Adaptable: It is easy to get hung up on

ideas, but not all ideas are acceptable to the

organizations we serve, nor are all ideas

workable. Always be ready to adapt your

plans to suit the needs of the organization.

Doing so will allow you to overcome

obstacles quickly and be more effective in

the long run.

Avoid Predictability: The protection field

requires structure and accountability, but

it also requires staying one step ahead of

situations and those who would victimize

the people or organizations we serve.



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PITFALLS OF LEADERSHIP



10. Collect and Use Information: Information is

the lifeblood of an organization and affects

the functioning of an effective protection

team. As a leader, it is important to collect

and properly use information about the

organization, threats, vulnerabilities, and

a host of other matters. By being missionfocused and honing the interpersonal skills

necessary to develop good relationships,

the professional protection officer will find

more sources of information and, in turn, be

a more effective leader.

These 10 steps or precepts, if worked on, will

help the professional protection officer in developing solid leadership skills (Watson, 2007).



and managers hired to protect the status quo.

Change not only drives fear, it also drives the

fact that more effort is required to complete the

change. This entire process means moving outside the individuals’ comfort zone. Many people believe in the saying “don’t rock the boat.”

An important point to consider is that the boat

is already rocking. The question is, do we steer

the organization (boat) into the wave or do we

allow the organization to be broadsided? A key

element to help any organization better deal

with the effects of change is TRUST.

Trust can’t be purchased. It is a house that

must be built one brick at a time. It opens the

door to the path for success. Trust is earned

through the following simple steps:

●



THE LEADER AS AN

AGENT OF CHANGE



●



As the last link between senior management

and line employees or customers, it is the leader’s job to assist in the implementation of change.

To do this, certain obstacles must be overcome.

There are several strategies for reducing resistance to change. Much resistance to change

comes from lack of trust or people having to

operate outside their comfort zone.

Resistance can sometimes be overcome or the

impact lessened if the following are completed:

1. Fully explain the upcoming changes.

2. Make certain employees or customers fully

understand the change.

3. When possible, discuss why the change is

required.

4. Identify and discuss the possible effects with

employees or customers.

5. Answer questions, or take the information

and follow-up if you don’t know the answer.

6. Build trust with your employees; they will

better accept the change.

7. Be honest and be consistent.

Change can potentially create fear in the organization and paranoia in the minds of executives



61



●



Honesty—Can an employee/customer

believe what you say?

Integrity—Can an employee/customer

believe you will keep your promise?

Openness—Can employees/customers

believe that you will share what you know?

(Hertig et al., 2008; Johnson, 2005)



PITFALLS OF LEADERSHIP

Oftentimes, people who see themselves as

leaders think that others will follow them without question. Leaders must understand that

leading is more about serving, negotiating,

motivating, communicating, and actively listening than the physical act of leading. Incorrectly

assessing a situation and trying to be overly

persuasive or dominant can bring disaster to

a leader, especially one who has just assumed

that role.

Some pitfalls that a leader should recognize

and consider are as follows:

1. Leading is more about achieving a shared

goal, not managing or supervising people.

2. A leader has to always display confidence,

trustworthiness, and truth. In other words,



I. FOUNDATIONS



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4. THE PROTECTION OFFICER AS A LEADER



characteristics that make someone want to

follow them.

3. Many times, other employees/customers

have the answers or at least some thoughts.

Leaders need to be active listeners.

4. Make certain the elements of leadership are

aligned with corporate or customer goals

and desires.

(Hertig et al., 2008; Johnson, 2005; Sennewald,

1985; Watson, 2007)



CONCLUSION

A leader is any individual who influences the

willing actions of others in support of organizational

goals and processes. While leadership roles can be

rewarding, they come at the high cost of consistent hard work and dedication, often without a discernible return on investment. Those

who wish to assume leadership positions in

the protection field must be prepared to put the

needs of the team above their own. They must

exercise the highest standards of ethics, remain

mission-focused, and develop the solid interpersonal skills necessary to motivate others (Hertig

et al., 2008; Johnson, 2005; Sennewald, 1985).



References

Elgin, S. H. (1980). The gentle art of verbal self defense. Upper

Saddle River, NJ: Prentice Hall.

Hertig, C. A., McGough, M., & Smith, S. R. (2008).

Leadership for protection professionals. In S. J. Davies &

C. A. Hertig (Eds.), Security supervision and management

(3rd ed.) (pp. 219–239). Burlington, MA: Elsevier.

Johnson, B. R. (2005). Principles of security management.

Upper Saddle River, NJ: Prentice Hall.

Sennewald, C. A. (1985). Effective security management (2nd

ed.). Newton, MA: Butterworth-Heinemann.

U.S. Department of the Army. (2006). FM 22 army leadership competent, confident, and agile. Retrieved

August 27, 2009, from Ͻhttp://greerfoundation.org/

CouncilofPromisingLeaders.htmlϾ.

U.S. Department of Energy (2009). Human performance

improvement handbook; Volume 2: Human performance tools

for individuals, work teams and management. Retrieved



August 27, 2009, from Ͻhttp://www.hss.doe.gov/

nuclearsafety/ns/techstds/standard/hdbk1028/doehdbk-1028-2009_volume2.pdfϾ.

Watson, S. A. (2007). The art of war for security managers; ten steps to enhance your organizational effectiveness.

Burlington, MA: Elsevier.



Resources

Bolton, R. B. (1979). People skills: How to assert yourself, listen to others and resolve conflicts. New York, NY: Simon &

Schuster.

Elgin, S. H. (1993). The gentle art of written verbal self defense:

How to write your way out of life’s delicate situations. Upper

Saddle River, NJ: Prentice Hall.

Fujishin, R. (1993). Discovering the leader within; running small

groups successfully. San Francisco, CA: Acadia Books.

Sawyer, R. D., & Tzu, S. (1994). The art of war. Boulder, CO:

Westview Press Inc.



S E CURI TY QU I Z

1. Leaders and supervisors are not one and

the same. Our expectation is that every

supervisor is a leader but not every leader is

necessarily a supervisor.

a. True

b. False

2. The key for a supervisor to get anyone to do

anything is to:

a. Threaten them to do it

b. Get them to want to do it

c. Bribe them to do it

d. None of the above

3. Leadership is not about self-interest; it is

about being other-person-centered. Thus,

before embarking on a mission to become a

leader, one should conduct a self-examination

in all the following ways, except to:

a. Assure that no one in the group will be

able to pass you up and become your boss

b. Make ethics more important than your

career

c. Have a deep desire to help others solve

both work-related and personal problems

d. Find the potential in subordinates and

push those subordinates to self-actualize



I. FOUNDATIONS



SECURITY QUIZ



4. An effective team member will display the

following attributes:

a. Continuously identify ways to improve

human performance

b. Advise upline management when

problems exist in work performance

c. Be motivated to improve operations and

always strive for excellence

d. All the above

5. Traits that can characterize a leader in any

organization include all the following, except:

a. Advocate teamwork in the ranks

b. Encourage open communications

c. Support complacency in the ranks

d. None of the above

6. There are numerous critical leadership skills.

A leader will display all of the following skill

sets, except:

a. High ethical beliefs and attitudes

b. A high ability to communicate well while

understanding and relating to all people

c. Learning how the mission of the

organization compares to the leader’s

career goals

d. Being aware of the organization’s mission

and being focused on accomplishing that

mission

7. There are four communication skills needed

for every leader. Which of the following is not

one of them?

a. Never missing a chance to shut up

(listening)

b. Top down as a priority communications

direction

c. Complete and concise face-to-face

communications



63



d. Reader-friendly written material, sending

complete, clear, easily understood

communications

8. The optimal way to communicate is written.

a. True

b. False

9. Some experts say we conduct a vast amount

of our communications nonverbally. No

matter how we or others communicate

nonverbally, we must always strive

for clarification if we want to achieve

understanding. Which of the following is

true about nonverbal communications?

a. The content is more difficult to read than

verbal and written communications

b. The message being sent is usually

just as important as other forms of

communication

c. Asking for clarification will keep the

misunderstanding to a minimum

d. All the above

10. Leaders are often called upon to institute

change in a department. Change is hard

to accept by many subordinates because

of insecurities or lack of trust. Resistance

can be overcome by all of the following

suggestions, except:

a. When possible, discuss why the change is

required

b. Inform the employees that if they cannot

accept the change you will help them find

work elsewhere

c. Be honest and consistent

d. Answer questions, or take the information

and follow-up if you don’t know the

answer



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This page intentionally left blank



C H A P T E R



5

Career Planning for Protection

Professionals

Christopher A. Hertig and Chris Richardson



IMPORTANCE OF CAREER

PLANNING



that are available in security. A great resource to

start with is the Career Opportunities in Security

booklet, published by ASIS International. It can

be found at http://www.asisonline.org/career

center/careers2005.pdf

Another suggestion is to speak with a professional in a particular security field about their

job responsibilities and duties. A more in-depth

approach would be to job shadow the professional for a half or full day. This exposure will

allow a broad overview of a particular security

discipline and give a “front-line” view of the

specific career.

Career centers at colleges and universities

can also be beneficial. They typically have valuable resources to assist in career planning and

developing a career path. Many of them have

an extensive network of contacts as well.

It is important to remember several key

points about careers:



Career planning is essential to becoming a successful security professional. This is a multistep

process that evolves as experience is gained and

education is obtained. The first step in this process is exploring the numerous industry segments



1. Career planning is a continual process that

may change course a few times throughout a

professional’s career.

2. Careers are like recipes—they consist of

various ingredients—all in the proper

proportion.



CHAPTER OBJECTIVES

●

●



●



●

●



●



Review the importance of career planning

Emphasize the significance of education

and training

List relevant resources for education,

training, career planning, internships, and

licensing/certification

Networking

Job search

●

Résumés

●

Interviews

Explore opportunities for career

advancement



65



66



5. CAREER PLANNING FOR PROTECTION PROFESSIONALS



3. While it is usually easy to see why someone

has been successful in a career, it may not

be evident why someone did not succeed.

“Nobody gives you a scorecard when it comes to

a career.”



EDUCATION

Education is the cornerstone of career placement and advancement. There are rare exceptions where advancement to the most senior

level has occurred without advanced degrees,

but for the most part, in today’s market, a

degree is essential. There are over 100 colleges

and universities offering degrees or programs

in security management and over 1,600 that

offer criminal justice degrees or programs.

Furthermore, many of these academic institutions offer online programs, enabling access for

more “nontraditional” students.

Additionally, education enables a broader

view of the industry and the various disciplines.

It helps people to see how their job functions,

however exciting or mundane, contribute to a

larger mission. Education helps prepare students to lead others and manage the mission.

Education is an essential career component.

Unfortunately, it is not always easy to determine exactly where education helps one to

advance. Holding a degree or certificate may or

may not aid one in getting a job. Generally, the

degree experience should help prepare one for

the process of preparing a résumé, researching

employers, and being interviewed. Employers

look favorably upon persons that have demonstrated the commitment and personal organization necessary to obtain a degree.

But in many cases, having a degree does not

automatically open doors. There may be other

qualifications that the employer seeks, such as

experience, licensing, or certification. A degreed

individual may become confused and discouraged when finding that their education does

not automatically get them a position.



Persons with college degrees tend to obtain

higher-paying jobs, yet this is not always easy

to see. The career ladder they follow is not simple. College graduates may not see the immediate benefit of having a degree. It may take them

several years and several jobs for the degree to

really help them advance. After all, there are relatively few “requirements” but many “expectations,” meaning that while the degree may not

be required, it is expected.

The jobless rate for college graduates is much

lower than the rate for non-graduates. This

holds true in both boom and bust economic

climates. During good times and bad, degreed

persons have significantly lower rates of unemployment. Earnings are also much greater for

graduates. Graduating from high school creates

a wage jump of about 32%; some college experience without a degree increases wages approximately 13%. Graduation from college increases

salaries around 77% (Leonard, 2009).



TRAINING

Training is a structured learning experience

designed to enable one to perform a specific

task. Employees who are trained can perform

tasks more efficiently and more safely. Training

aids employers by increasing the effectiveness

of employees. Training also increases the communication between employees and management. It helps to give the employees a better

idea of management’s expectations.

Training also reduces the fear and frustration

employees face when confronted with problems

on the job. Training prepares them for the job

and thus they feel more confident. As a result,

training generally reduces employee turnover.

Employees are more engaged when they have

received adequate training.

Professional organizations such as the British

Security Industry Association, the International

Foundation for Protection Officers, and the

Electronic Security Association (formerly the



I. FOUNDATIONS