THEORY ON HOSTAGE and CRISIS NEGOTIATION

Presented by:

ATTY ISAGANI RAQUINIO NEREZ Police Senior Superintendent City Director, Baguio City Police Office

Scope of Presentation
Introduction to Negotiation The Negotiating Cell Hostage/Crisis Negotiation Procedures Understanding the siege problem Media Management Method of Operation

Introduction to Negotiation
INCIDENT RESOLUTION - OPTIONS

Armed intervention - Police or Military Sniper option Assault or chemical agents Stand back and wait Demand surrender Negotiate
It is a real policy Not wait and see

Introduction to Negotiation
Composition of Hostage/Crisis Negotiation Task Group

Incident Commander/Staff Tactical & Security teams EOD Teams Intelligence Medical/Rescue Teams Media Liaison Teams Other support groups Negotiators

Introduction to Negotiation
GENERAL POLICY ON NEGOTIATION

NO SUBSTANTIVE CONCESSIONS

No prisoners for hostages No major policy changes No escape from prosecution No capitulation by the authorities

WHY NEGOTIATE AT ALL

Introduction to Negotiation

Negotiation is the preferred option for the resolution of high risk situations. The aim is to achieve a peaceful resolution to a situation without loss of life, injury to any person, or damage to any property.

Introduction to Negotiation

NEGOTIATIONS
Consistent with a policy of no
substantive concessions

Consistent with a policy of use of

minimum force

Introduction to Negotiation

FUNDAMENTAL PRINCIPLE
Negotiations must never be regarded as a
perfunctory precursor to a tactical option

Negotiations offer the best option for the

hostages, the hostage takers and us

Introduction to Negotiation
OBJECTIVES OF NEGOTIATIONS

Safe release
Hostages Hostage takers Minimize harm

Tactical advantage

Introduction to Negotiation
Other advantages of NEGOTIATIONS

Intelligence gathering Assault preparation Establishing routine Rapport and stability building Explaining police activity

Introduction to Negotiation
Options when setting Strategy

Intervention
Early Resolution - immediate action may yield the safe release of all in stronghold

Contain the incident and wait

Negotiate with people inside stronghold reduces emotions, builds rapport, wins time and intelligence, enables contingency planning, secures best opportunity for safe outcome

Introduction to Negotiation
Priorities for setting the Strategy
The priorities usually adopted by all police units

Identify Locate Contain & thereby neutralize the suspect Initially this will always be by way of Negotiation Only if negotiations fail or in other exceptional circumstances will the strategy be to Neutralize through Direct Intervention

Introduction to Negotiation

Strategy
Preservation of Life Safe recovery of the
hostages Safe release of hostages and safe
removal of hostage takers without danger or harm to police or public

Arrest of the offenders Recovery of evidence - to facilitate any future

prosecution

Negotiator Key Skills

NO PRECISE RULES AS EACH SIEGE / INCIDENT IS DIFFERENT

therefore . . . .
Negotiators must be flexible in their application of the basic techniques for negotiation.

COMMUNICATION
IF ONE OF THESE FAILS, YOU FAIL TO NEGOTIATE The SENDER The MESSAGE The RECEIVER

COMMUNICATION
REMEMBER
Words count for about 7% of a speakers efforts
Voice counts for about 38%

WHILE
DELIVERY, APPEARANCE AND BODY LANGUAGE COUNT FOR 55%

COMMUNICATION
It is not all about YOU talking and THEM listening It is 50% or less for you and 50% or more for them Listen when they are speaking Strong listening skills make YOU a more powerful communicator The Mission is to SAVE LIFE by Listening them out

CHANGING BEHAVIOUR THROUGH NEGOTIATION

BEHAVIOURAL CHANGE

DO WHAT I SAY
NO. You might have to earn the right to get someone to do what you want

CHANGING BEHAVIOUR THROUGH NEGOTIATION

BEHAVIOURAL CHANGE INFLUENCE RAPPORT EMPATHY ACTIVE LISTENING SKILLS

Negotiating Cell Structure

 Negotiating Cell Structure

Role Reality
In Siege Management terms GOLD is in charge of it

SILVER runs it
and BRONZE does it

 Negotiating Cell Structure

Local hostage/Crisis negotiation management Area commander is in charge of it Incident commander runs it and team leaders does it

 Negotiating Cell Structure

SHOULD INCIDENT

COMMANDERS ALSO NEGOTIATE

 Negotiating Cell Structure

ANSWER - No

Too busy Inability to defer - no time to think Knows too much Can give too much Emotional overload Different skills

INCIDENT COMMANDERS

COMMAND
NEGOTIATORS

NEGOTIATE

Negotiators limitations
Negotiators must aware of the limitations
which can be imposed through parameters set by the incident commander and other specialist teams.

Negotiators must realize that they are only

a small piece of the big picture and an instrument that can be used by the incident commander and others

NEGOTIATORS IN THE COMMAND STRUCTURE

INNER CORDON FORWARD COMMAND THE CELL

STRONGHOLD

BASE STATION OUTER CORDON

THE NEGOTIATING CELL

INCIDENT COMMANDER THE CELL Negotiator 1 Negotiator 2 Negotiator 3 Negotiator 4 The Co-Ordinator THE STRONGHOLD Hostage takers and hostages

Advisers, press liaison, CID etc.

INTELLIGENCE CELL
Intelligence flow

 Negotiating Cell Structure

THE QUALITIES OF A NEGOTIATOR

Physically and mentally fit Agile minded/quick thinker Mature & patient Good verbal skills/communicator Persuasive Good listening skills A committed volunteer A team player
Thats why we need the best people!

 Negotiating Cell Structure

ROLE OF NEGOTIATOR CO-ORDINATOR

Strategic advisor

Team leader
May be remote from cell

 Negotiating Cell Structure

NEGOTIATORS

BUY TIME GAIN INTELLIGENCE

Hostage/Crisis Negotiation Procedures

 Hostage/Crisis Negotiation Procedures

FOUR VITAL STEPS

CONTAIN ISOLATE

EVACUATE
NEGOTIATE
ESSENTIALS FOR THE INCIDENT COMMANDER

Hostage/Crisis Negotiation Procedures

DECISIONS AND PLANS
NEGOTIATING IS NOT A SOLUTION IN ISOLATION

Emergency response plan Breakout plan Deliberate action plan Delivery plan Surrender plan Hostage reception Other tactical options

Hostage/Crisis Negotiation Procedures

DELIVERIES
Can be VERY dangerous unless carefully planned

Negotiators Tactical Firearms Tactical Swat Unit Incident Commander

Hostage/Crisis Negotiation Procedures

DELIVERIES

Think SAFETY at all times

The plan must be approved by the
incident commanders

No action UNTIL hostage taker

understands and agrees the plan

Incident commander MUST

authorize the action

Hostage/Crisis Negotiation Procedures

DELIVERIES

Done well - good for rapport and trust Intelligence opportunity Firearms liaison officer to cell Communication throughout delivery STOP if hostage taker does not do
exactly as agreed

Hostage/Crisis Negotiation Procedures

COLLECTIONS

Plan Carefully May be the same as for delivery Intelligence Opportunity Talk through with Hostage Takers Think SAFETY

Hostage/Crisis Negotiation Procedures

PREPARATION BEFORE VOCALIZATION
WHAT THE NEGOTIATOR NEEDS TO KNOW

Details of what has happened

All about:The stronghold The hostages The hostage takers

WHAT HAS HAPPENED?

WHO? WHEN? WHERE? WHY? WHAT FOR? HOW? HOW LONG?

THE STRONGHOLD
Any place or vehicle from which police are excluded or from which demands are made

Where? Static or mobile What can we see? What can they see? Are we safe - what are
the conditions? Are they safe - what are their conditions?

THE HOSTAGES
THEIR LIVES IN YOUR HANDS

How many? Who are they? What, if any, relationship with the hostage
takers? Age, sex? Physical and mental health? Where in the stronghold?

THE HOSTAGE TAKERS

(Sometimes there are no hostages)

How many? Who? Why - deliberate or accidental How? How armed? Where in the stronghold? External support?

COMMUNICATING WITH THE STRONGHOLD

Face to face through the door Loud hailer Telephone Cellular telephone Field telephone Radio Internet

FACE TO FACE
Good visual feedback but dangerous - it
works both ways Good intelligence opportunity but difficult to say no Opportunity to build some bonds - BUT Difficult to defer

IT IS VERY DANGEROUS - AVOID IT!

FACE-TO-FACE NEGOTIATIONS
Avoid talking at gun point Beware of a confrontation with more than one of them

Concentrate on their actions and emotions Know your escape route - WITH the firearms officer No. 2 is the safety manager for No. 1

FACE-TO-FACE NEGOTIATIONS

Never carry anything that could be of use to the

enemy

Never turn your back on them Be aware of making written notes, rely on taped
records

Be aware of expanded body space - mentally

disturbed

Interpreters also need body armour and

the escape route

LOUD HAILER
SAFER THAN FACE TO FACE
BUT THE PROBLEM IS THAT IT IS ONE WAY

AND HARD TO HEAR

Remember - Aircraft carry loud hailers

TELEPHONE LAND LINE - 1

ADVANTAGES

Safer than a loud hailer or face to face Doesnt betray facial emotions Controllable conversations Digital exchanges - flexibility

TELEPHONE LAND LINE - 2

DISADVANTAGES

Not always secure Not always accessible to us Accessible to others - press tie up Instructions to hostage takers from
outside

CELLULAR TELEPHONE
Technical advances Not secure Scannable Cant cut off without number Dropping a cell

FIELD TELEPHONE
HARD WIRE HANDSET TO HANDSET

Secure Isolates communication Expandable technically A positive police action An intelligence

opportunity Measure the line and mark Technical Opportunity

RADIO
Safe Slow process (thinking Distance
BUT Insecure Interference Propaganda medium Rapport difficult time)

INTERNET
New - Has been used in extortion cases

Where next?

- Kidnap and Siege

Safe and an element of time to reply

Potential world wide audience - Need for

IT expert advice

Negotiating Principles the same modification to team roles

THE BIG ISSUES

DEMANDS DEADLINES

DEMANDS - 1
THREATS OR OPPORTUNITIES DONT

Seek them Ignore them Say Yes to them Say No to them Misunderstand them Call them DEMANDS

DEMANDS - 2
HANDLE WITH CARE DO

Refer to the Incident Commander Explain difficulties Reduce expectations Think tactically
Delivery Partial delivery Seek reciprocation

DEMANDS - 3
LISTEN TO ANYTHING DONT

Give anything away Make offers without reason Make offers outside your control fulfilment Dismiss as trivial Resurrect forgotten demands

DEMANDS - 4
USE YOUR TEAM DO

Sow seeds of doubt Seek precise details Make secure delivery arrangements Consider alternative gratification Multiple demands - deal with easy
ones first

DEMANDS - 5
MEDICAL ASSISTANCE

Is there a medic in the stronghold - do we

expose? Patient out - NOT medic in Offer first aid Consult a doctor - medication? Think intelligence and bonding Who will go in / out? Who are they treating Brief medic - for intelligence opportunity

DEADLINES - 1
DONT

Accept them Ignore them Invite them Offer them Remind them Forget them Deny them

DEADLINES - 2
DO

Take them seriously Sow early seeds of doubt Tell the incident commander Talk through them Be conscious of heightened tension

A SIEGE IS A PROBLEM

UNDERSTAND THE PROBLEM

HOSTAGE TAKERS
Domestic Sieges Criminal - kidnappers and blackmailers Offenders for cause or terrorists
Singletons, group operators; mentally
unbalanced, emotionally disturbed

DOMESTIC SIEGES
THE COMMON WORK

Alcohol Drugs Sex Children Alcohol, drugs, sex and children

THE BEHAVIOURAL BALANCE (Expressive)

EMOTIONALLY DRIVEN BEHAVIOUR

NORMAL FUNCTIONING LEVEL

RATIONALITY

DOMESTIC SIEGES
NEGOTIATING STRATEGY

Allow to vent feelings Label emotions Take a rational line Try not to take sides Emphasise the positive

CRIMINAL SIEGES
RARELY A DELIBERATE SIEGE A CRIME GONE WRONG

Violent taking

Unplanned - No plan
No choice of hostages

THE BEHAVIOURAL BALANCE (Instrumental)

RATIONALITY

NORMAL FUNCTIONING LEVEL

EMOTIONALLY DRIVEN BEHAVIOUR

THE CRIMINAL
NEGOTIATING STRATEGY
PROVIDE A SOLUTION

Legal and media observers

Appeal to reason

OFFENDERS FOR CAUSE OR TERRORISTS

Deliberate hostage taking Hostage taking as an expedient Special nature of demands

A SIEGE IS A PROBLEM

UNDERSTAND THE PROBLEM

TO PROVIDE THE SOLUTION

UNDERSTAND THE PERSONALITIES

MEDIA -

MANAGEMENT IS CRITICAL

What to do with the media

DO NOT ignore them DO manage them Press Liaison Officer Negotiators need to know details of
press statements Be prepared to advise Incident Commanders Statements should NOT disclose details respecting content/progress of negotiations CHOOSE WORDS CAREFULLY

Media: The Good

Advantages:

Disseminate

information

to

the

community

quickly Encourage feedback/assistance from the community Promote policing activities, events, operations Publicize policing successes Enhance feelings of confidence and safety in the community

Media: The Bad

Disadvantages:

Can cause fear and concern in the

community Publicize policing activities negatively Sensationalize or exaggerate stories Limited/ no control over story angles Compromise investigations, court cases Raise ethical/moral concerns

Media: The ugly

If not managed properly, the media can:

Interfere with investigations Putpolice lives at risk Put hostage and/or victims lives at risk Jeopardise prosecutions

Police Media Liaison

Will:

Oversee

and coordinate all contact between police and the media Respond to daily media enquiries Write press releases Arrange media interviews and media conferences Support police members at incident scenes, by controlling media, briefing the media and providing interview advice to spokespersons

Police Media Liaison

Can assist:

If you need public assistance to help with a case; If you want to promote an operation, incident,

event or message; If you think a case you're working on would be of public or media interest If you need assistance managing the media at an incident scene; If you have a successful outcome with a case, i.e. when a significant arrest is made; If you are ever contacted directly by a journalist If you have a complaint to make about a member of the media;

Procedure in the incident area

Cordon and contain the scene Designate someone as media liaison officer if you do not have a media team Do not allow media to enter the outer or
inner perimeter Avoid allowing the media to contact the strong hold

WHAT YOU SHOULDNT SAY

Specific details of a crime or investigation (eg: the exact nature of any sexual interference, precise injuries, exact location of an offence or details of missing objects) The name of the pe~on/ people involved (Wltil after the first court appearance unless there is a suppression order) The criminal record of any pe~on or any details about character or reputation (eg drug user, association with known criminals) The contents of any statement or admission made by a suspect or witness Any statement which suggests guilt, likely penalties or exposes details of continuing police investigations Any comment on an emotional state, state of mind of the suspect or the motive (or lack of) for the crime.

Any comment on police policy -this should be left to senior management

Amount of money stolen in robberies

WHAT YOU MAY BE ABLE TO SAY

AT AN INCIDENT SCENE:

Type

of incident (eg armed robbery, fatal collision,bag snatching, burglary, sudden death) ONLY if appropriate Descriptions of offenders The patrol, squad or officer in attendance at the scene and the length of the investigation (if appropriate) The time and approximate location of an incident Basic facts about an incident (seek advice first) Genders, ages and origins of people involved (seek advice first)

WHAT YOU MAY BE ABLE TO SAY

Following arrest/filing of case:

The time and/or location of an arrest The accused person's age, gender and

suburb of

residence NO information should be given which could directly or indirectly identify the person or his/her address The exact wording of the charge laid The date and time of court appearances and the court where the accused will appear Whether the accused has been bailed or held in custody

Method of Operation

No. 1 Negotiator
Primary negotiator. Actively engaged in talking.

No. 2 Negotiator Supports the No.1. Ideas. Silent running. Active listening. Safety.

No. 3 Negotiator
Link with the outside world. Passes on important information. Supports the No. 1 & No. 2. Maintains a log.

No. 4 Negotiator
Board person. Maintains all visual displays.

Negotiator Co-ordinator
Team leader. Selection of team. Location of cell. Method of negotiating. Deployment of Interpreter/ Intermediary. Translating Incident Commanders
strategy. into negotiating reality.

Negotiator Co-ordinator

(Contd)

Co-ordinating group meetings. Tactical co-ordination (F/Arms, TSU, Deliveries). Cell discipline. Strategic responsibilities. Welfare of the team. Protracted incidents. Post incident.

Recap of Roles.
No. 1 - Talks. No. 2 - Supports. No. 3 - Communication link & Log. No. 4 - Boards. Co-ordinator - Team leader.

Log.
Object of keeping a log. Things to include/ not include. Judicial review?

Boards.
Purpose. Clarity. Flip Charts v White Boards. Adapt to your circumstances. Location of boards.

Boards

(headings).

Demands. Plans. Deadlines. Delivery. Hostage taker(s). Surrender. Hostages. Break out. Pos. Police Actions. Hostage Reception. Intel gathered. Things we need to know.

10

Boards

(headings).

End of Briefing . . .