Crisis Management 2

7/23/2019 Crisis Management 2

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Subject: CRISIS MANAGEMENT

Scope of Presentation:A. IntroductionB. Definition of Ters

C. Scope of PresentationI. T!pes of Crisis " Eer#enc!

II. Genera$ Tas%in#III. T&e 'P Crisis Mana#eent Mode$

I(. P&ases of Crisis Mana#eent

(. Crisis Inter)ention Mode$s (I. Crisis Mana#eent Po$icies

(II. Crisis Mana#eent *r#ani+ation (III. ,osta#e Ne#otiation Procedures

I-. ,osta#e Ne#otiation C&ec% *ff /ist

Prepared b!:NICANDR* PE0ER* CANA/E1A2 MM2 MBA2 DIAP

Po$ice Senior Superintendent 3DSC4 3B.S. C,.E45orensic C&eica$ *fficer



CRISIS MANAGEMENTA. Introduction Being located along the circum-Pacific rim of volcanoes and typhoons, the Philippines

plays host to a procession of natural disasters. Volcanic eruptions, earthquakes, typhoons and

tsunamis regularly wreak havoc on lives and properties. Aggravating these natural disasters are

man-made ones like civil disturbances, terrorist activities, hiacking and hostage-taking. !uch

disasters naturally cause public an"iety, loss of lives and properties and cause embarrassment to the government. !omehow, these crisis situations may be predicted, prevented or their adverse

effects minimi#ed.

$risis is a perception of an event or situation as an intolerable difficulty that e"ceeds the resources

and coping mechanisms of the person. %nless the person obtains relief, the crisis has the potential to

cause severe affective, cognitive and behavioral malfunctioning.

$risis management can be applied in almost any field of endeavor, but it is most commonly

used in international relations, political science, business and management. &any have

developed crisis response guides, which identify potential situations such as fires and otherdisasters, bomb threats, confronting, unwelcome visitors, violence, and threats thereof, in general

terms, the theory of crisis management can be divided into crisis bargaining and negotiations,

crisis decision making, and crisis dynamics. 'n a crisis, always sit down and think hard about

your decision, and for as long as needed about ways in which you can resolved it.

B. Definition of Ters Crisis, came from the (reek word crisis, which means to separate. As defined by )unk and

*agnalls, crisis is a turning point in the progress of an affair or a series of event.

Eer#enc!2 came from the +atin word emergentia meaning a dipping plunging. )unk and

*agnalls defined emergency as a sudden condition of state affairs calling for immediate action.



Crisis Mana#eent involves identifying a crisis, planning a response to the crisis and confronting and

resolving

the crisis.

- 't is the practice of taking managerial action when a time of intense difficulty or danger has

developed or occurred.

C. Scope of Presentation

I. T!pes of Crisis " Eer#enc! a. ManMade Crisis"Eer#enc!:

/ $ivil 0isturbance1 a. +abor !trikes, b. *elga ng Bayan 2ransport !trike, )uel, etc/,

c. !tudents 0emonstration, d. Prison 3iot, e. Anarchy

4/ 3evolt1 a. &utiny, b. 'nsurrection, c. $oup d5etat

6/ 3evolution1 a. 'nsurgency,

7/ Border 'ncident1

8/ *ar1 a. $onventional, b. 9uclear

:/ ;idnapping

</ =iacking1 a/ Air, b. !ea, c. +and

>/ =ostage-2aking

?/ 2errorists Activities1 a. Bombings, b. Assassination@+iquidation, c. "tortions,

d. 'ntimidations, etc/ Attacks@3aids on government installations@facilities Police !tations/

/ Attacks on Vital facilities $ell phone companies/

b. Natura$ Crisis Eer#enc!:/ )ire forest@Bush )ire/

4/ &arine 0isaster !hipwreck/

6/ Air 0isaster Plane crash



8/ !ystems )ailure lectricity, *ater, $ommunication/

:/ 9uclear Accidents $hernobyl, etc/

</ )ood !ecurity thiopia, !amalia, etc./

>/ )uel and Cil !hortage &iddle ast *ars/

?/ Pestilence@pidemic / )lood +a 9ina/

/ 0rought l 9ino/

4/ &ud !lide @ +and !lide

6/ Volcanic ruption Pinatubo, &ayon, etc./

7/ arthquake

8/ !tructural $ollapse

:/ 2idal *ave 2#unami/

</ 2yphoon, =urricane ;atrina/

II. Genera$ Tas%in#

*hen a crisis arises out of man-made emergencies as described above, the peace and Crder $ouncil

at

the appropriate level shall be the organi#ational body that shall primarily act on the crisis situation.

when a crisis results from aircraft hiacking disturbances in the civil aviation, or terrorism that has

national significance, the 9ational action $ommittee on Anti-=iacking and-2errorism 9A$A=2/ shallprincipally

deal with the crisis situation.

*hen crisis occurs as a result of natural disasters or calamities, the organi#ation that shall primarily

address the same will be the 9ational 0isaster $oordinating $ouncil and its subordinate entities. 2he disaster

management activities in this regard shall then be governed separately by Presidential 0ecree no. 8:: dated

Dune , ?<> and its implementing rules, regulations and policies.



III. T&e 'P Crisis Mana#eent Mode$

$risis incidents occur when they are least e"pected. *hat make these incidents become crisis situations

is when they go out of control and cause destruction to lives and property or endanger public safety. 2he 7P

$risis &anagement &odel envisioned to address crises situations in two-phases the Proactive and the 3eactive infour stages Prediction, Prevention, Preparation and Performance.

I(. P&ases of Crisis Mana#eent $risis management is continuing activity that has two distinct phases. 2he Pro-active and the Re-active

phase.

a. 2he Proactive Phase

2his phase designed to predict or prevent the probability of occurrence of crises at the same prepare tohandle them when they occur. 't encompasses the first 6P5s of the 7P $risis &anagement &odel prediction,

prevention and preparation.

/ Prediction-

2his stage involves foretelling of the likelihood of crises occurring either natural or man-made through

the continuous assessment of the all possible threats and threat groups, as well as the analysis of developing of

reported events and incidents. $rises incidents can be predicted through updated inputs from intelligence reports

as well as the continuous monitoring and analysis of the confluence of related events.

'n case of man-made crises@emergencies, and some natural crises@ emergencies, this requirescontinuous study of the targets of e"isting threats, specifically the threat groups, their probable targets and the

vulnerabilities of critical installations and facilities.

All threats and threat groups should be considered whether they are internal or e"ternal to any

organi#ation or facility.



4/ Prevention-

*hen most man-made crises@emergencies, this involves the institution of passive and active security

measures, as well as the remedy or solution of destabili#ing factors and@or security flaws leading to such

crises@emergencies.

Cn the other hand. &ost natural crises@emergencies at this stage require vigilance and alertness to signs

and manifestations of developing crises@emergencies. *arning@alert systems have to be established to increase the

chances or odds of preventing the occurrences of crises@emergencies.

Preventive actions may well be applied to both natural and man-made crises@emergencies to prevent them from

developing to uncontrollable proportions.

6/ Prepare-

Preparation for crises@emergencies entails planning, organi#ation, training and stockpiling of equipments andsupplies needed for such crises@emergencies.

!imulated drills at unspecified days and times test the effectiveness of preparations, bring out flaws and

weaknesses, and corrections@remedies effected to heighten levels of readiness of systems, procedures, organi#ation,

equipment and logistics to better cope with actual crises@emergencies.

b. 2he 3eactive Phase E Performance

2his phase covers the last of the 7Ps, Performance, which is the actual e"ecution or implementationof any of contingency plan when a crisis situation occurs despite the pro-active measures.

2he obectives in this stage are to ensure a high probability of success in neutrali#ing the perpetrators/ to

minimi#e, or cushion the adverse effects of the crisis incident and, to ensure a smooth and speedy rehabilitation or return

to normalcy.



2he performance of crisis management action for terrorist-based crises@management is done in

three stages1

/ 'nitial Action

All %nit $ommanders are required to understand and acquaint themselves on $risis

&anagement doctrine as such, they will be held responsible for all their actions. Any military@police unit taking

cogni#ance of a crisis incident shall immediately undertake appropriate actions to contain the crisis situation

and report the matter to the cogni#ant agencies through channels, regardless such crisis situation is within or

beyond its capability to handle.

2he initial action includes monitoring of the progress of the incident, securing the scene,

protecting itself, establishing perimeter security, evacuating innocent civilians, if possible, preventing the

escape of the perpetrators, until the designated security and tactical elements@units augment its unit as they

arrive. Cther than the aforecited tasks, the initial action unit shall not engage in any tactical action against theperpetrators e"cept in its own defense.

4/ Action

2he action phase begins as soon as the Cn-!cene $ommand Post C!$P/ is

established and the 2actical@'ntervention, service support units, 9egotiations 2eams and the Public Affairs

personnel arrive and are deployed. 2he Cn-scene $ommander C!$/ gradually relieves the initial action unit

commander and completes staffing of the C!$P. 2he C!$ discusses the incident with the commanders and

staff of the units and agencies involved and plans what actions to take and establish positive contact with$rises &anagement $ommittee $&$/ to ensure that all his succeeding actions are cleared. 2he action phase

consists of two distinct activities1 negotiation and tactical action@intervention which may take place

independently either simultaneously or in succession. 'n any case, however, both activities are under the

complete control and supervision of the Cn-!cene $ommander.



6/ Post Action

2his stage begins as soon as the perpetrators surrender, or when they are captured or

neutrali#ed and the crisis situation is deemed cleared. 2he Cn-!cene $ommander ensures that necessary

Post Action activities are undertaken to restore normalcy and bring responsible to court.

' Ps of Crisis Mana#eent. Predict Prevent Prepare Prepare Perform $oncept/

Proactive Phase1F Predict

F 'nputF 2hreat AnalysisF %pdateF 'ntelligenceF $onfluence of ventsF 2hreat (roupsF Probable 2argets 2argetsF Vulnerabilities

F PreventF Cperational !ecurity@Active !ecurity &easuresF Personnel !ecurity@Passive !ecurity &easuresF Physical !ecurity@*arning !ystem@Alert !tatus

F PrepareF PlanF Crgani#eF 2rainF quipF !imulated 0rills@Audit Action

F 2ake Prophylactic actions during the Prediction and Prevention stagesF &ake Adustments during the Prediction, Preventing and Preparation !tages



3eactive Phase1-

F Perform

F 'mplements $ontingency Plans

F 'nitial ActionF 2actical Action@'nterventionF Post Action

F 'dentify and interpret Post Action )eedback of the Performance.

(. Crisis Inter)ention Mode$s6. The Equilibrium Model

2he equilibrium model is really an equilibrium disequilibrium model. People in crisis are in a state

of psychological or emotional disequilibrium in which their usual coping mechanisms and problem-solving

methods fail to meet their needs. 2he goal of the equilibrium model is to help reattain a state of precrisisequilibrium caplan, ?:/

the equilibrium model would seem most appropriate for early intervention, when the person is out of

control, disoriented, and unable to make appropriate choices. %ntil the person has regained some coping

abilities, the main focus is on stabili#ing the individual. %p to the time the person has reacquired some

definite measure of stability, little else can or should be done. )or e"ample, it does little good to dig into the

underlying factors that cause suicidal ideation until the person can be stabili#ed to the point of agreeing that

life is worth living for at least another week.

2. The Cognitive Model 2he cognitive model of crisis intervention is based on the premise that crises are rooted in family

thinking about the events or situations that surround the crisis E not in the events themselves or the facts

about the events or situation llis, ?:4/. 2he goal of this model is to help people become aware of and to

change their views and beliefs about the crisis events or situations.



2he basic tenet of the cognitive model is that people can gain control of crises in their lives by changing

their thinking, especially through recogni#ing and disputing the irrational and self-defeating parts of their

recognition, and by retaining and focusing on the rational and self-enhancing elements of their thinking.

3. The Psychosocial Transition Model

2he psychosocial transition model assumes that people are products of their hereditary

endowments plus the learning they have absorbed from their particular social environments. Because

people are continually changing, developing, and growing, and their social environments and social

environments and social influence. 0orm, ?>:/ are continuously evolving, crises may be related to

internal or e"ternal psychological, social, or environmental/ difficulties. 2he goal or crisis intervention is

to collaborate with clients in their assessment of both internal and e"ternal difficulties contributing to thecrises and to help them choose workable alternatives to their current behaviors, attitudes, and use of

environmental resources. 2he incorporation of adequate internal coping mechanisms, social supports,

and environmental resources may be needed to assist the clients in attainment of autonomous non

crisis/ control over their lives.



(I. Crisis Mana#eent Po$icies

DNDA5P"DI/GPNP P*/IC7

Genera$

'n addressing crisis situation, the $risis &anagement Crgani#ational and the military@police

shall be generally guided by the foregoing national policies strictly implement same same.

Graduated Ared Response

Armed actions shall be employed in a graduated manner only after e"hausting all peaceful

means, using appropriate and necessary means commensurate to the situation.

No Coproise 8it& Terrorists

2he government will not compromise nor make concessions to terrorist even if it involves

its personnel and property. 2he government will act promptly, decisively and effective, choosing

from the whole range of military@police actions appropriate to the circumstances.



,and$in# ,osta#e Situation:

a. 2he A)P@P9P shall ensure the safety of civilian hostages/ as a paramount consideration that shall take

precedence over all others

b. %nderstand and minimi#e the mental anguish and agony of the victims5 )amily, relatives and friends

c. Achieve the early liberation of the hostages/ or victims/

d. nsure the recovery and return of the loot or the fruits of the crime

e. nsure the successful case build up and prosecution of cases against the perpetrators/@suspects/ and

f. Attain effective integration of the efforts of the operating units for optimum results, to ma"imi#e duplication

and unnecessary competition and promote efficiency.

Respect for ,uan Ri#&ts:

'n all their actions in any crisis situation, all A)P@P9P personnel shall respect the human rights of the victims and

the perpetrators. %nit commanders shall be held responsible that no human rights violations shall take place in the

course of its operations and in handling of those involved in any crisis.

De)e$opent of A5P"PNP Nation8ide Capabi$it! to Cope 8it& terroristbased Crisis"Eer#encies:

2he A)P maor services and the P9P shall organi#e, train, equip and maintain special units based at (=G, A)P

and 9=G, P9P with capability for nationwide deployment.

,and$in# of Crisis at t&e /o8est /e)e$s Possib$e:

All terrorist-based crisis@emergencies which are basically police matters, shall be handled as much as possible,at the lowest level and resolved at the earliest possible time.

*r#ani+ation of A5P"PNP Specia$ Action"Reaction 9nits at a$$ /e)e$s:

Basically, pertinent provisions of "ecutive Crder 9o 4: series of ??8 shall govern the organi#ation of

A)P@P9P units reacting to terrorist-based crisis@emergencies.



De)e$opent of A5P"PNP AntiTerroris Doctrines

2he A)P@P9P shall continuously develop doctrines concepts and procedures for containing terrorism taking into consideration our

own culture, values and ustice system.

(II. Crisis Mana#eent *r#ani+ation

As a matter of policy, natural calamities and disasters will be responsibilities of the 9ational 0isaster

$oordinating $ouncil 90$$/. 2errorist-based crisis@emergencies on the other hand will be the responsibility of

the national Peace and Crder $ouncil 9PC$/.

+ower level organi#ations of the 90$$ and 9PC$ shall likewise be organi#ed and take cogni#ance of

responsibilities ascribed in their national organs.

Nationa$ Peace and *rder Counci$ 3NP*C4

2he 9ational Peace and Crder $ouncil 9PC$/ addresses various aspects of national security particularly

those affecting peace and order. Peace and Crder $ouncil are likewise established at the regional, provincial

and city@municipal levels to perform the same functions at such levels.

to facilitate the disposition of cases, coordination with the 9ational $ouncil for the Administration of Dustice

9$AD/ shall be undertaken by the 9PC$.



Crisis ana#eent Coittee 3CMC4

a. 'n accordance with "ecutive Crder 64, the 9PC$ has constituted $risis &anagement $ommittees $&$s/ at all levels

specifically to take decisive action in emergency situations.

b. 2he $&$s are primarily concerned with the formulation of crisis management procedures, integration and orchestration of

government, military@police and public efforts towards the prevention and control of crisis incidents. All actions and decisions taken by the

$&$ shall be within the policies.

(III. ,osta#e Ne#otiation Procedures

Ru$e ; ,osta#e Situation:

!ec E Procedures 2o Be )ollowed in a =ostage !ituation. E 2he following steps shall be undertaken1

F $risis &anagement 2ask (roup shall be activated immediately.

F 'ncident scene shall be secured and isolated.

F %nauthori#ed persons shall not be allowed entry and e"it to the incident scene.

F *itnesses5 names, addresses, and other information shall be recorded.

F *itnesses shall be directed to a safe location.

!ec 4 E (round $ommander.

F 2here shall be only one ground commander in the area.

!ec 6 E 9egotiator.-

F 9egotiators shall be designated by the (round $ommander.

F 9o one shall be allowed to talk to the hostage E taker without clearance from the negotiating panel or (round $ommander.



,*STAGE NEG*TIAT*R.- the spokesperson for the police@government who is directly engaged in talking with

the suspect.

<,7 ARE ,*STAGES TA=EN>

<,7 NEG*TIATE AT A//>

9(C2'A2'C9. - 9egotiation is the preferred option for the resolution of high risk situations. 't is a process of

resolving disputes and conflicts via talks and discussions without using force. 2he aim is to achieve a peaceful

resolution to a situation without loss of life, inury to any person, or damage to any property.

(eneral Policy on 9egotiation1 H 9C !%B!2A92'V $C9$!!'C9!I.-

9o prisoners for hostages

9o maor policy changes

9o escape from prosecution

9o capitulation by the authorities

)undamental Principles of 9egotiation. E

9egotiations must never be regarded as a perfunctory precursor to a tactical option.

9egotiations after the best option for the hostages, the hostages takers and us. Cbectives of 9egotiation.-

!afe release of the hostages

Arrest of =ostage-2akers

&inimi#e harm@damage



Cther Cbectives Cf negotiation.-

'ntelligence gathering

Assault preparation

stablishing routine

3apport and stability building

"plaining police activity

)actors Affecting the 9egotiation Process.-

%ntrained Personnel

2ime

2he 9egotiation 2eam

2he negotiation Area

Cnly the Police should negotiate

$ontainment and $ontrol

$ontrol of Phone +ines 2he 2hrow Phone

$ontrolling %tilities

2he negotiation !tructure.-

'ncident $ommanders E command

9egotiators E 9egotiate

$risis &anagement committee.-

(round $ommander

9egotiating (roup E 9egotiating 2eam

Cperations (roups E Assault, Perimeter

!ervice !upport (roup. E &!, )ire, C0

Public affair (roup.- P'C, P$3



!ystems and !trategies.- 2here is 9o Precise rules Because A$= '9$'092 '! 0'))392, therefore 9egotiators

must be fle"ible in their application of the basic techniques for negotiation.

Preparation Before Vocali#ation.- *=A2 2= 9(C2'A2C3 90! 2C ;9C*J

0etails of what has happened. - All about1

2he situation

2he stronghold

2he hostages

2he hostage takers

2he situation.- 0evelopments

*hat has occurredJ

*ho initiated the callJ

*hat was the time of occurrenceJ

2he !tronghold.- any place or vehicle from which police are e"cluded or from which demands are made.

*hereJ

!tatic or mobileJ

*hat can we seeJ

*hat can they seeJ

Are we safe

*hat are the conditionsJ

Are they safeJ

*hat are their conditionsJ



2he =ostages/.- their lives are in your hands.

=ow manyJ

*ho are theyJ

3elationship between hostages and hostage takerJ

Age, se"J

Physical and mental healthJ

*here in the strongholdJ

2he =ostage 2akers/.- !ometimes there are no hostages.

=ow manyJ

*hoJ

*hy E deliberate or accidentalJ

=owJ

=ow armedJ

*here is the strongholdJ

"ternal supportJ

$hanging Behavior 2hrough 9egotiation.-

Active +istening skills

mpathy

3apport

'nfluence

Behavioral $hange



Personal Attributes Cf a negotiator.-

Broad %nderstanding

A +ot of Patience

(ood communication Ability

Appearance of the 9egotiator

F 0o1F 3efer to the 'ncident commander

F "plain difficulties

F 3educe e"pectations

F 2hink tactically

F !eek reciprocation

K$=A9( C) =C!2A( !=C%+0 9C2 B A++C*0

2he promised e"change may not occur, leading to an additional hostage and nothing in return

An Hauthority figureI may be in greater danger than the original hostage

&ay be seen as a prestigious target

&ay be seen as a threat

&ay take hostile action

"change may interfere with the !tockholm !yndrome

2he motives for e"change are unknown

2=3A2 2C ;'++ C3 =A3&

'nury is totally contrary to peaceful resolution

'nury will have an adverse effect upon negotiations

'nury could affect progress with the demands

'nury will remove any sympathy for the HcauseI

'nury will bring bad publicity

Victims are innocent

Victims should not be punished for problems outside the stronghold



9V3 challenge a threat to be carried out

LC% A3 2= C9+L P3!C9 *=C $A9 P3V92 !3'C%! '9D%3L BL P3!%A!'C9

&A!%3 C) 9(C2'A2'C9 P3C(3!!.-

9o inury or violence since negotiation started

=ostage 2aker5s voice lower and more rational

=ostage 2aker5s speaking more slowly

0ecrease in the frequency of threats or discussion of violence

=ostage 2aker5s talking for longer periods of time

=ostage 2aker5s talking more about personal issues

=ostage 2aker5s speaking about the hostages as people

=ostage release

0eadlines passed without incident

"changes occurred without incident 3apport developed between the =ostage 2aker and the 9egotiator

9egotiation does not guarantee M resolution of the crisis, but it can be a good source of 'ntelligence for

tactical purposes

'f the subect wants to hang up the phone and be alone for a while, first try to get them to stay on the line

through

"plore what is meaningful to the subects and try to get them to tell you H what keeps them goingI.

'f the subect refuses to stay on the line, try to get a promise from them that they will not hurt either

themselves or anyone else. Be on the alert for phrases or sentences which imply suicide.

0on5t go along with H)'9A+ 3G%!2I.

Cffer reassurance, but not false reassurance.

After you have allowed the subects to talk about what is bothering them, try to get them to develop a

realistic plan of action.



"pect that the subects will have Hups and downsI while you5re talking to them.

Bid for time and continually focus on getting the person to e"press their feelings in order to understand and

cope with the problem.

!ec 7 - Assault 2eam.-

An assault team shall be alerted for deployment in case the negotiation fails.

&embers of the assault team shall wear authori#ed and easily recogni#able uniform during the conduct of the

operation.

Bonnets shall not be used.

!ec 8 - Assault Plan. E

2he assault shall be planned to ensure minimal threat to life for all parties.

!ec : - !upport Personnel.-

An ambulance with medical crew and a fire truck shall be detailed at the incident area.

!ec < - $oordination

Proper coordination with all participating elements shall be done to unify efforts in solving the crisis.

!ec > - !afety Cf =ostages/. E 'n negotiating for the release of a hostage, the safety of the hostage shall always be paramount.

!ec ? - Procedures 2o Be )ollowed 0uring 9egotiations. E

2ake time when negotiating1

Allow hostage taker to speak

0on5t offer the hostage taker anything. *hat he will ask will be part of the negotiation

Avoid directing frequent attention to the victims when talking to the hostage taker. 0o not call them hostages



Be as honest as possible avoid tricks be sincere

9ever dismiss any request from the hostage taker as trivial or unimportant

9ever say H9CI

!often the demands

9ever set a deadline try not to accept a deadline

0o not make alternate suggestions not agreed upon in the negotiation

0o not introduce outsiders 9on-+aw nforcers/ into the negotiation process, unless their presence is

e"tremely necessary in the solution of the crisis Provided that, they shall be properly advised on the do5s

and don5ts of hostage negotiations

Avoid negotiating face-face

0o not allow any e"change of hostages, unless e"tremely necessary. Particularly, do not e"change a

negotiator for a hostage

+aw nforcers without proper training shall not be allowed to participate in hostage negotiations.

=ostage 9egotiation !trategies

=C!2A( 2A;'9(, - 2he unlawful taking of a person against his will and used as a bargaining chip in order to

meet the demand of the suspect.

=C!2A( 9(C2'A2'C9!. - 2he art of communication with a person in crisis, the primordial obective of which

is to save lives.

9egotiation $ell !tructure.-

2he $ommand (roup - Advisers, Press, +iaison, $'0, etc.

2he $ell - 9egotiator , 9egotiator 4, 9egotiator 6, 9egotiator 7, coordinator

2he !tronghold E =ostage 2akers, =ostages



9egotiation team. E

2eam +eader@$oordinator

Primary 9egotiator

!econdary 9egotiator

'ntelligence@3ecorder Boardman

2eam +eader@$oordinator.-

!trategic advisor

2eam leader

&ay be remote from cell

!election of team

+ocation of cell

&ethod of negotiating

0eployment of 'nterpreter@'ntermediary

2ranslating 'ncident $ommanders strategy into negotiating reality

Primary 9egotiator.-

Actively engaged in talking with the hostage taker

!econdary negotiator.-

!upports the 9o. man

'deas

!ilent running

Active listening

!afety



'ntelligence negotiator.-

+ink with the outside world

Passes on important information

!upports the 9o. N 9o. 4 men

&aintains a log

Boardman.-

Board person

&aintains all visual displays E 0emands Plans, 0eadlines, 0elivery, =ostage 2aker, !urrender,

=ostages, Breakout, 'ntel gathered, Police Action, =ostage 3eception, 2hings we need to know

3ecap Cf 2he 3ules.-

9o - 2alks 9o 4 - !upports

9o 6 - $ommunication link N log

9o 7 - Boards

$oordinator - 2eam +eader

$ommunicating with the !tronghold.-

)ace to face through the door +oud hailer

2elephone@$ellular telephone

)ield telephone

3adio

'nternet



Vocali#ation.-

'ntroduce yourself as the 9egotiator.

!eek his or her name and 0C 9C2 )C3(2 '2.

&aintain high level of credibility E deceit and tricky situation not encouraged.

$onvey that the aim of the 9egotiation is the peaceful resolution of the situation.

&ention the presence of a colleague and give their name E substitute negotiator.

9ever 'nterrupt the =ostage 2aker, keep him talking.

0o not argue with the =ostage 2aker, know the Hhot buttonsI

&essenger of your boss and the =ostage 2aker

2he use of interpreter and intermediary

Cperate from a position of strength.

0o not offer suggestions.

Pay minimum attention to hostages. $apitali#e on sickness.

$onfine the suspect to the hostage scene.

Be attentive to the spoken and unspoken needs of the =ostage 2aker

(ive hints for a workable demand.

%se Cpen-ended Guestions.

&ake use of the Hdown time.I

Paraphrase

2alk through deadline

0o not impose self deadline.

&ake the =ostage 2aker work and bargain for whatever is acquired.

2hink H'92++'(9$I - do 9C2 talk when you should be +'!29'9(.

&aintain dignity of the =ostage 2aker.

Avoid the use of the words.1 H!urrenderI5 H0emandsI5 H=ostageI, and other police lingo.

0o not be afraid to ask question.



!eek to clarify the meaning of any statement.

Allow passage of time

'ncrease basic human needs

'ncreases rationality

3educes an"iety

'ntelligence gathering

'ncreases opportunity for1

F scape

F Bonding !tockholm syndrome/

F 3esources to be assembled

F 0etailed planning

F "ternal and internal intelligence gathering

0&A90! A90 0A0+'9!

0on5t1

!eek them

'gnore them

!ay HyesI to them

!ay H9oI to them

&isunderstand them

$all them H 0&A0!I

'90'$A2C3! C) P90'9( V'C+9$-

=ostage 2aker5s who insist on )ace to face 9egotiation

*eapons tied to the subect

&ultiple weapons

"cissive Ammunition

9egotiations become more volatile



&ultiple =ostage 2aker5s who change communications

0ehumani#ation of =ostages

=ostile =ostages

2argeted =ostages

%nclear, Cutrageous or changing demands

9egotiations are conducted via a hostage at the insistence of the =ostage 2aker

9egotiation )ilms1

=ostile =ostages

&etro

$haos

0on5t !ay a *ord

'nside &an

3ansom Proof of +ife

0og 0ay Afternoon

Along $ame a spider

2he negotiator

=ostage

&an on fire

!%'$'0 '923V92'C9.-Primary 3easons )or a Person *ishing to commit !uicide1

=opelessness

=elplessness

(uilt



+oneliness

!eparation@Abandonment

(uidelines )or 2alking *ith a !uicide !ubect.-

Ask them to reduce the immediate danger if it is unclear to you whether the person is suicidal or not E

A!; them.

Cnce they admit that they are feeling suicidal, ask them directly to talk about their suicidal thoughts

and feelings.

0iscourage them from continued alcohol or drugs abuse.

"press personal concern and empathy.

2alk slowly, clearly and use simple words

)ocus on the cause of the suicidal feelings and the specific situation that causes them to feel suicidal

Put actions into perspective but try to avoid the phrase H ' understand what you are doingI. 'f they insist on hanging up, try to get them to agree to a time when you will call back.

*hen you make requests of them, be firm but don5t become intimidating or argumentative. Allow

them to get angry at you.

'solate the suspected device.

3eport discovery of suspected device.

9o 3adio transmission.

2urn-off all electricity and gas unit of the premises@building. !ecure the area and prevent people from approaching it.

stablish traffic control.

!ummon ambulance and fire trucks to the scene.

Await the arrival of bomb disposal team C02/.



$onduct immediate investigation if the threat@crisis is over. 0etermine the following1

9ame of person who received the call

"act words of person making the threats

3eason for the threat

0ate, time, and duration of call

Voice characteristics of the caller-male or female young, middle-aged or old tone accent etc.

'dentify of suspects, if knows.

Assist in the conduct of investigation by responding units when requested to do so.

3eport incident to higher =Gs.

3ule 48 - Bomb threat and Bomb 'ncident mergency response Procedures.

!ec - Procedures to Be )ollowed 0uring negotiations. - the purpose of this rule is to establish the duties andinvestigative responsibilities of mobile units responding to bomb threats, found@discovered suspected devices or

e"plosives.

%pon receipt of information1

0etermine the e"act location of the establishment under threat.

'nstruct the security officer of the establishment to conduct a bomb search while proceeding to the area.

Proceed immediately to the scene.

Before departure, alert C0 team for bomb search mission and fire department for control and rescue.

9otify higher =Gs. Cf the report.

%pon arrival at the scene

$onfirm the reported bomb threat.

9otify C0 team for a bomb sweep.

$ause a suspicious@suspected device search to be made with persons familiar with the location.



%nless a device is found, personnel may not order an evacuation of the affected area but may inform theperson in charge of the property of the need to evacuate.

Assist in evacuation of personnel should it be necessary.

0o not touch, tamper with or disarm any suspected device, e"plosive or ordinance.

'f a suspected device is found, cause the evacuation of people in the affected area at least 6 metersaway, and maintain security for the protection of life and property.

!ec 4 - )irst 3esponder5s Procedure in case of Actual bomb "plosion.-

%pon receipt of report1

;now the e"act location of the incident C0 2eams E secondary device

)ire 0epartment E possible fire

&! E possible rescue

9otify higher =Gs and request assistance of medical personnel

Proceed to the scene immediately

%pon arrival at the scene1

$ause immediate evacuation of the inured

0irect occupants of building@establishment to evacuate the area

&aintain order and control crowd

9otify higher =Gs of the situation.

!eal off location until C02 determines if a secondary device e"ists

$onduct rescue operations at the scene when necessary.

'nitiate immediate investigation when investigators have not arrived yet/. 0etermine the following1

2ime of detonation@e"plosion

2ime call bomb threat / was received

2ype of device



Cther matters as in Paragraph .

!ubmit incident report immediately.

Avoid HspeculativeI press releases. 't is the ob of the unit commander or his designated spokesman.

Cate#ories of ,osta#e ; Ta%ers a. Criina$s. $riminals are generally interested in money, escape or personal safety. 2hey may have taken hostages/ in

response to unforeseen circumstances and have not really thought out the consequences of what theyhave done

b. Menta$$!deran#ed indi)idua$s take hostages because of something that may have provoked them.2hey probably have not engaged in planning whatsoever.

c. Terrorists whether political or religious tend to be dedicated to their cause and are willing to risk theirlives to ensure its success. 2hey are generally part of an organi#ation which has obectives and

e"pectations which they feel obligated to meet.

Persona$it! t!pes of ,osta#eta%ersa. T&e ost coon disorders in)o$)ed in &osta#eta%in# are t&e ps!c&otics and persona$it!

disorders. / types of Psychotics

a/ Paranoid !chi#ophrenics

2hey are characteri#ed by persistent false perceptions or beliefs such as delusions of persecution.2heir thinking is often loose and makes no sense. 2hey can appear normal at some moments andpsychotic at other times.

b/ Psychotic 0epressives



2hey e"perience e"treme sadness, hopelessness, feelings of inadequacy, worthlessness, slow thinking

and speech and indecisiveness. 2hey have less concentration and are prone to suicide.

4/ Personality disorders

a/ Anti-social Personalities

2hey are repeatedly in conflict with society, thus, are incapable of loyalty and are grossly

selfish, callous and irresponsible. 2hey feel no guilt and have a low frustration tolerance. 2hey tend to blame

others no matter what the circumstances are. 2hey are probably the most difficult personality type to deal with.

b/ 'nadequate Personalities.

they are unable to respond effectively to emotional, social, intellectual and physical demands.

2hey show ineptness, poor udgment, social instability and they lack physical and emotional stamina.

b. ?uic% Reco#nition Points

/ 'f a person5s behavior is weird, he is probably a paranoid schi#ophrenic.

4/ 'f his response is something like H go away and leave me aloneI, he is probably a psychotic depressive. 6/ 'f the demands are fairly realistic, he maybe an antisocial personality

7/ 'f he is totally unrealistic, the person is most likely an inadequate personality.

Tactics A#ainst ,osta#eTa%ers

a. Estab$is& and aintain counication

/ A prob$eso$)in# c$iate by showing a desire to understand and willingness to help. 4/ A c$iate of coproise by a adopting a give-and-take attitude and by showing a willingness to bargain

and yield when necessary.



b. Sta$$ for tie / 2he passage of time increases all basic human needs, both biological and psychological. 2hese needstend to multiply and become more comple" as time passes by. !ome of these are need for food, medicine, light,rest or release from tension. 2he negotiators are probably in a position to satisfy some of these needs and mayeven be able to create some that will alter need satisfying.

4/ Another factor that is always present and related to time is stress. People tend to become more rationalas they become less emotional. 2herefore, to get your message across, first do something to reduce thehostage-takers5 emotional level. 2he negotiators must be able to recogni#e this e"haustion stage and must beprepared not to reach this stage themselves by making arrangements for relief at appropriate times.

6/ "cept on certain on e"ceptional cases, time is on the side of the negotiators. Always stall for time toachieve the following1

a/ 3educe the stress environment.

b/ Allow for negotiations e"ternal to the conflict #one.

O Permit the implementation of active hostage rescue efforts.c. *btain inforation

/ 2he negotiator can use open-ended or close-ended questions depending on the initial reactions of thehostage-takers. Cpen-ended questions allow long answers while close-ended questions call for Hyes or noI orbrief responses. Another technique is active listening which is practiced by restatement of content and reflectionof feeling.

4/ 'n restatement of content, the negotiator must repeat in his own words what he thinks he has heard.2his will show the hostage-taker that the negotiator has paid attention and that he understood what has beensaid.

6/ 'n reflection of feeling the negotiator must pay attention to what is said and how it was said. =e mustlisten specifically for the strength, tone, and pace of the hostage-takers5 voice to look for hidden messages.

d. Ca$ t&e &osta#eta%ers usin# t&e fo$$o8in#1

/ &odeling

the negotiator must talk and respond in a calm and controlled manner using a very conversational tone. After a while, the hostage-takers will tend to follow his manner of talking and begin to feel more calm.



4/ Ventilation

(ive the hostage-takers the time to talk without interrupting them.

6/ 0istraction

%se this to draw the attention of the6 hostage takers away from

what is bothering them.

e. Estab$is& rapport E 2his can be done through they following1

/ !how that you take the hostage-takers seriously and that you are sincere in working

towards a satisfactory agreement.

4/ "press empathy by showing that you understand the feelings and their point of view.

6/ 3ecogni#e the importance of helping the hostage-takers save face. Allow them to retreat gracefully.

7/ 0o not e"press criticism, threats, or impatience since time is in your side and works in your favor.

8/ Be consistent and responsive in your behavior in order to enhance cooperation.

:/ 2ry to empathi#e your similarity with the hostage-takers. 2hey are more inclined to cooperate with those who

have similar social background and e"periences in life.

f. 9se persuasion ; Persuading consists essentially of the following1

/ Agreement in part with their views. 2his decreases their resistance to later arguments.



4/ 0eal with the small issues first thus creating an atmosphere of success. Put off the maor problems until the

hostage-takers have invested time and have shown greater interest in reaching an agreement.

6/ Break the big problem into smaller ones which are easier to handle.

7/ 'f no progress is being made, initiate issues to be negotiated and then give in on these in e"change for some

concessions.

8/ 'n trying to convince, use episodic or historical information rather than statistical facts.:/ $onstantly suggest surrender. 2hey might see this as a more viable alternative as things become more

complicated.

</ &aintain non-threatening communication both verbal and non-verbal.

>/ Agree with obvious reluctance to any demands that might be to your tactical advantage in e"change for

concessions on the part of the hostage-takers.

Be alert on the development of the !tockholm !yndrome. 2he !tockholm !yndrome were the feelings

developed by the hostages and the hostage-takers after being together in a bank in !tockholm for 6 hours./ 2he three aspects of this syndrome are1

a. Positive feelings of the hostages towards the hostage-takers.

b. 9egative feelings of the victims towards the authorities.

c. Positive feelings of the hostage-takers towards the victims.

4/ *hile the negotiator has to live with the first two aspects, he must and conditions work toward encouraging the

last aspect by1

a. mpathi#ing the hostages5 human qualities.

b. Asking to check on the health and condition of the hostages.

c. (ive the hostages and the hostage-takers things to do as a group. )or e"ample, if they demand food, send

in bulk items as un sliced meat, cheese or food which require cooperation, group activities and sharing.



I-. ,*STAGE NEG*TIATI*N C,EC= *55 /IST

*=A2J !'2%A2'C9/

a. *hat has occurredJ

b. *ho initiated the callJ )rom whereJ *ho received itJ

c. *hat was the time of occurrenceJ

d. *hat inuries were reported on1

. Perpetrator @ !uspect

4. =ostage

6. Cther persons

e. =as contact been made with the perpetrator@suspectJ

*hat kindJ

4. *henJ By whomJ =owJ

f. 's the situation locked inJ

g. *hat are negotiating positions

/ *hat are negotiableJ

4/ *hat are the non-negotiable

e.



*=3J

a. *here are the perpetrators@suspects locatedJ

b. *here are the hostages locatedJ

c. *here are the non-hostages locatedJd. *hat is the floor planJ As built planJ

. *here are the ingresses and egressesJ

4. *here are the telephones locatedJ

6. *here are the observation pointsJ

a. By the suspects of usJ

b. By us of the suspectsJ

e. *here and what are suspects5 weaponsJ

. )irearms

4. "plosives

6. $hemicals

7. Cthers

f. *here and what are the life-support E basic human needsJ. 9eeds

4 0esires



*=CJ

F =ostage-takers

'dentities

4 0escription E physical and clothing

6 Photo7 '.0. $heck

8 Psychological and medical profile

: Cther factors

< 'nput from the families

> (roup affiliation

b. =ostages

'dentities

4 0escription E physical and clothing

6 Photo

7 '.0. $heck

8 Psychological and medical profile

: Cther factors

< 'nput from the family, relatives and friends

c. 9on-hostages

'dentity

4 0escription

6 Cther factors



d. Cther relevant personnelJ !uspects captures, hostages released, witnesses E

have been interviewedJ/

*=9J

a 0eadlines

b 2imed mechanisms vaults, alarms, lights, sound system, locksJ/

*=LJ

a 3easonsJ

b 0emands

c %ltimatums

=C*J

a. 9egotiating !trategies

. $ontain and stabili#e

4. $ontrol over hostage-taking scene



6 $alm agitated perpetrators

7 Build rapport

8 9o precipitous acts

: stablish problem-solving climate

< stablish climate of compromises

> Avoid forcing climate

? Avoid use of Hsoft bargainerI climate

$alming the perpetrators @ suspects

a. !how understandingb. &odeling

c. ncourage ventilation

d. 0istraction

e. 9on-verbal cues to aggression

f. Avoid provoking perpetrator@suspect



THANK

YOU

AND GODBLESS

Crisis Management 2

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Transcript of Crisis Management 2