THEORY ON HOSTAGE and CRISIS NEGOTIATION Presented by: ATTY ISAGANI RAQUINIO NEREZ Police Senior Superintendent City Director, Baguio City Police Office
Nov 08, 2014
THEORY ON HOSTAGE and CRISIS
NEGOTIATIONPresented by:
ATTY ISAGANI RAQUINIO NEREZPolice 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
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
INCIDENT RESOLUTION - OPTIONS
Introduction to Negotiation
Incident Commander/Staff Tactical & Security teams EOD Teams Intelligence Medical/Rescue Teams Media Liaison Teams Other support groups Negotiators
Composition of Hostage/Crisis Negotiation Task Group
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
Introduction to Negotiation
WHY NEGOTIATE AT ALL
WHY NEGOTIATE AT ALL??
“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
Identify Locate Contain & thereby neutralize the suspect Initially this will always be by way of NegotiationNegotiation Only if negotiations fail or in other exceptional
circumstances will the strategy be to Neutralize through Direct InterventionDirect Intervention
Introduction to Negotiation
The priorities usually adopted by all police units
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
Introduction to Negotiation
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 The The
SENDER MESSAGE RECEIVER
COMMUNICATION
REMEMBERWords count for about 7% ofa speakers efforts
Voice counts for about 38%
WHILEDELIVERY, APPEARANCE AND BODYLANGUAGE 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 morepowerful communicator
The Mission is to SAVE LIFE by‘Listening them out’
CHANGING BEHAVIOUR THROUGH NEGOTIATION
‘DO WHAT I SAY’
NO….
BEHAVIOURALCHANGE
You might have to ‘earn the right’ to get someone to do
what you want
CHANGING BEHAVIOUR THROUGH NEGOTIATION
ACTIVELISTENINGSKILLS
EMPATHY
RAPPORT
INFLUENCE
BEHAVIOURALCHANGE
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
Area commander is in charge of it
Incident commander runs it
and team leaders does it
Negotiating Cell Structure
Local hostage/Crisis negotiation management
SHOULD INCIDENT
COMMANDERS ALSO NEGOTIATE
?
Negotiating Cell Structure
Too busy Inability to defer - no time to think Knows too much Can give too much Emotional overload Different skills
ANSWER - No
Negotiating Cell Structure
INCIDENT COMMANDERS
COMMANDCOMMANDCOMMANDCOMMAND
NEGOTIATORS
NEGOTIATENEGOTIATENEGOTIATENEGOTIATE
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
STRONGHOLD
INNER CORDON
OUTER CORDON
BASESTATION
FORWARDCOMMAND
THE CELL
THE NEGOTIATING CELL
THE CELL
Negotiator 1Negotiator 2Negotiator 3Negotiator 4
The Co-Ordinator
INCIDENTCOMMANDER
Advisers, pressliaison, CID etc.
THE STRONGHOLD
Hostage takers andhostages
INTELLIGENCE CELL
Intelligence flow
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
Negotiating Cell Structure
That’s why we need the best people!
ROLE OF NEGOTIATOR CO-ORDINATOR
Strategic advisor
Team leader
May be remote from cell
Negotiating Cell Structure
NEGOTIATORS
BUY TIME
GAIN INTELLIGENCE
Negotiating Cell Structure
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
Details of what has happened
All about:- The stronghold The hostages The hostage takers
WHAT THE NEGOTIATOR NEEDS TO KNOW
Hostage/Crisis Negotiation Procedures
WHAT HAS HAPPENED?
WHO? WHEN? WHERE? WHY? WHAT FOR? HOW? HOW LONG?
THE STRONGHOLDAny 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
How many? Who are they? What, if any, relationship with the hostage
takers? Age, sex? Physical and mental health? Where in the stronghold?
THEIR LIVES IN YOUR HANDS
THE HOSTAGE TAKERS
How many? Who? Why - deliberate or accidental How? How armed? Where in the stronghold? External support?
(Sometimes there are no hostages)
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
Safer than a loud hailer or face to face Doesn’t betray facial emotions Controllable conversations Digital exchanges - flexibility
ADVANTAGES
Not always secure Not always accessible to us Accessible to others - press tie up Instructions to hostage takers from
outside
TELEPHONE LAND LINE - 2
DISADVANTAGES
CELLULAR TELEPHONE
Technical advances Not secure Scannable Can’t cut off without number Dropping a cell
FIELD TELEPHONE
Secure Isolates communication Expandable technically A positive police action An intelligence opportunity Measure the line and mark Technical Opportunity
HARD WIRE HANDSET TO HANDSET
RADIO
Safe Slow process (thinking time) Distance
BUT Insecure Interference Propaganda medium Rapport difficult
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
Seek them Ignore them Say ‘Yes’ to them Say ‘No’ to them Misunderstand them Call them ‘DEMANDS’
THREATS OR OPPORTUNITIES
DON’T
DEMANDS - 2
Refer to the Incident Commander Explain difficulties Reduce expectations Think tactically
Delivery Partial delivery
Seek reciprocation
HANDLE WITH CARE
DO
DEMANDS - 3
Give anything away Make offers without reason Make offers outside your control -
fulfilment Dismiss as trivial Resurrect forgotten demands
LISTEN TO ANYTHING
DON’T
DEMANDS - 4
Sow seeds of doubt Seek precise details Make secure delivery arrangements Consider alternative gratification Multiple demands - deal with easy ones
first
USE YOUR TEAM
DO
DEMANDS - 5
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
MEDICAL ASSISTANCE
DEADLINES - 1
Accept them Ignore them Invite them Offer them Remind them Forget them Deny them
DON’T
DEADLINES - 2
Take them seriously Sow early seeds of doubt Tell the incident commander Talk through them Be conscious of heightened tension
DO
A SIEGE IS A PROBLEM
UNDERSTANDTHE PROBLEM
HOSTAGE TAKERS
Domestic Sieges Criminal - kidnappers and blackmailers Offenders for cause or terrorists
Singletons, group operators; mentally unbalanced, emotionally disturbed
DOMESTIC SIEGES
Alcohol Drugs Sex Children Alcohol, drugs, sex and children
THE COMMON WORK
THE BEHAVIOURAL BALANCE(Expressive)
EMOTIONALLY DRIVENBEHAVIOUR
NORMALFUNCTIONINGLEVEL
RATIONALITY
DOMESTIC SIEGES
Allow to vent feelings Label emotions Take a rational line Try not to take sides Emphasise the positive
NEGOTIATING STRATEGY
CRIMINAL SIEGESRARELY A DELIBERATE SIEGE
A CRIME GONE WRONG
Violent taking
Unplanned - No plan
No choice of hostages
THE BEHAVIOURAL BALANCE(Instrumental)
EMOTIONALLYDRIVEN BEHAVIOUR
NORMALFUNCTIONINGLEVEL
RATIONALITY
THE CRIMINAL
NEGOTIATING STRATEGY
Legal and media observers
Appeal to reason
PROVIDE A SOLUTION
OFFENDERS FOR CAUSEOR
“TERRORISTS”
Deliberate hostage taking
Hostage taking as an expedient
Special nature of demands
A SIEGE IS A PROBLEM
UNDERSTANDTHE PROBLEM
TO PROVIDETHE SOLUTION
UNDERSTANDTHE
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
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
Advantages:
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 BadDisadvantages:
Interfere with investigations Putpolice lives at risk Put hostage and/or victims lives at risk Jeopardise prosecutions
Media: The ugly
If not managed properly, the media can:
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 Will:
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;
Can assist:
Police Media Liaison
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
Procedure in the incident area
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 SHOULDN’T SAY
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 SAYAT AN INCIDENT SCENE:
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
Following arrest/filing of case:
WHAT YOU MAY BE ABLE TO SAY
Method of Operation
No. 1 Negotiator
Primary negotiator.Actively engaged in talking.
1
No. 2 Negotiator
Supports the No.1. Ideas.Silent running.Active listening.Safety.
2
No. 3 Negotiator
Link with the outside world. Passes on important information. Supports the No. 1 & No. 2. Maintains a log.
3
No. 4 Negotiator
Board person. Maintains all visual displays.
4
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.5
Negotiator Co-ordinator (Cont’d)
Co-ordinating group meetings. Tactical co-ordination (F/Arms, TSU, Deliveries).
Cell discipline. Strategic responsibilities. Welfare of the team. Protracted incidents. Post incident.
6
Recap of Roles.
No. 1 - Talks. No. 2 - Supports. No. 3 - Communication link & Log. No. 4 - Boards. Co-ordinator - Team leader.
7
Log.
Object of keeping a log. Things to include/ not include. Judicial review?
8
Boards.
Purpose. Clarity. Flip Charts v White Boards. Adapt to your circumstances. Location of boards.
9
Boards (headings).
Demands. Plans.
Deadlines. Delivery.
Hostage taker(s). Surrender.
Hostages. Break out.
Pos. Police Action’s. Hostage Reception.
Intel gathered.
Things we need to know.
10
Boards (headings).
End of Briefing . . .