Professional Assessment

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Taking the Assessment

While some people who participate in this study will be familiar with the roles this assessment measures, it is actually preferable for you to complete the survey before you learn more about the benefits and challenges of each of the five roles.

After you take the assessment, you will be given access to an overview of the five roles, as well as how you scored. The results of your assessment will also be sent to us for the purposes of our study, but all participants will remain anonymous. (For this reason, please print out your results if you would like to keep a record of how you scored. We will not be able to access a specific individual’s results after he or she logs off.)

The assessment involves some careful thought. The format asks you to consider how you have responded to various leadership and social challenges in the past. If you come to a scenario you haven’t yet encountered, consider how you would be likely to respond in such a situation.


Some questions relate to how you deal with peers and supervisors. Some questions assess how you deal with employees and organization-wide leadership challenges. In the latter case, if you are not in a managerial role, consider how you would respond if you were in charge. If you do not aspire to a leadership role, rate each of those responses according to how you would hope your current leader/manager would respond in each circumstance.

Scoring Each Response

Unlike many studies that ask you to rank options, this assessment is designed to measure how some people may balance or combine certain roles in different situations. For this reason, all five responses to each scenario should be rated independently, not scored relative to the others.
Use numbers 1 to 4, to rate the likelihood that you will take the action described in each response, according to the instructions in the sidebar on this page.
In essence, the middle scores indicate that you lean toward or away from that response more often than not.

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Because it is unrealistic for this assessment to list all possible approaches to each scenario, we have concentrated on responses that represent five distinct styles of handling challenges. In some cases, this may mean that you give two or three responses the same high rating because you are likely to combine them to represent your own eclectic style. (It is also possible, yet rare, that you might give a rating of 1 to all responses for a given scenario because none of them represent how you would handle that challenge.)

Our team

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Jason Clark

Consults with Team members to screen cases and determine when to conduct an initial screening versus mobilize a full threat assessment inquiry. 

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Alan Wright

Assists in conducting interviews of subjects, targets, witnesses, teachers, staff, parents, and students. 

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Norman Brown

Works closely with the public information officer or communications director to respond to community concerns and questions. 

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Jessica Swift

Create multiple pages. Don't forget to set links to your pages after creating them.

Threat assessment

One District-Wide Team: Districts may opt to operate one Threat Assessment team to serve all schools within the district. Districts that have only one team may also choose to operate small screening teams in each school within the district. A school-based screening team can screen cases from that school to determine which situations to refer to the district Threat Assessment team.

External Consultants as needed, including

    A threat management specialist who has the relevant education, training, and experience to assist with the inquiry, assessment, and management of challenging cases, to coach and ensure consistency of process, to assist with continual improvement of the process, and to sustain training of team members.

    An independent medical/psychological evaluator (IME) who has the relevant education, training, and experience to conduct clinical violence risk assessments when necessary. It is best to have a pre-established relationship with at least one, and preferably two qualified evaluators. Having a pre-established relationship allows better opportunity to vet potential providers (to ensure their competence and experience), to understand costs and process for assessments, and for them to understand the needs and resources of your organization, in addition to appropriate sharing of information with necessary consent.


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