CRIM 6 Dispute Resolutions and D.

Purpose of Crisis Management

Crises/Incidents Management
SALVARI VITAS (to save lives)
Module 8
E. Objectives of Crisis Management
CRISIS MANAGEMENT
1. Resolve without further incident
I. INTRODUCTION 2. Safety of all participants
3. Apprehension of all participants
A. Definitions 4. Accomplish the task within the
framework of current community
1. Crisis – Came from the Greek word
standards.
‘Crisis’, which means to SEPARATE. It
is a turning point in the progress of an F. Theory of Crisis Management
affair or a series of events.
2. Emergency – Came from the Latin 1. Contain and Negotiate
word ‘EMERGENTIA’, which means 2. Protect the innocent from harm
DIPPING; PLUNGING. It is a sudden 3. Allow passage of time so that the
condition or state of affairs calling for perpetrators can be reasoned with
immediate action. through a negotiation
3. Crisis Management – An expert 4. Allow the passage of time so that the
handling of a crisis or emergency to response force can evaluate the
reduce or eliminate danger or situation, gather information, explore
damage, or the like, especially on the alternatives and formulate a plan of
part of the government. action.

B. Emergency, Crisis and Disaster G. Musts in Crisis Management

Distinguished
1. Rely on continuous flow of information
If the situation is still controlled and the from all sources
response given is for the purpose of 2. Press perpetrators to abandon their
containing the situation from getting out of position.
control then it is just an EMERGENCY. If the 3. Receive, analyse and disseminate all
situation is already beyond normal control information
what is happening is already a CRISIS. If the 4. Prepare for a rapidly escalating series
effects of the crisis can no longer be controlled of events
even by its author, it is now a DISASTER.
H. Types of Crisis/Emergencies
C. Two Essential Elements of Crisis
Management 1. Man-Made Crisis/Emergencies

1. Incident Management – Refers to a. Civil Disturbance

an act containing the situation within
 Labor strikes/demonstration
certain level mostly by law
 Riots
enforcement interventions.
 Anarchy
2. Consequence Management – An act
 Welga ng Bayan’
focused on mitigation of adverse
effects that may be brought about by
b. Revolt
the incident by utilizing non-law
enforcement elements such as medical  Mutiny
and fire services.  Insurrection
 Coup d’etat
c. Revolution I. Phases of Crisis Management

d. Border Incident Crisis incidents occur when they are

least expected. What make these incidents me
e. War crises situations is when they go out of control
and cause destruction to lives property or
 Conventional
endanger public safety. The 4P Crisis
 Nuclear
Management Model is envisioned dress crises
situations in two-phases the Proactive and the
f. Kidnapping
Reactive in four Prediction, Prevention,
g. Hijacking Preparation and Performance.

 Air Crisis management is continuing activity that

 Sea has two distinct phases: The Pro-active Phase
 Land and the Re-active phase.

h. Hostage Taking a.The Proactive Phase. This phase is

designed to predict or prevent the
i. Terrorists Activities probability of occurrence the same
time prepare to handle them when
j. Attacks/Raids on government they occur. It encompasses 3Ps of the
installations/facilities & vital facilities. 4P Crisis Management Model
prediction, prevention
2. Natural Crisis/Emergencies
1. Prediction

a. Fire This stage involves foretelling of the

likelihood of crises occurring or manmade
b. Marine/Air Disaster
through the continuous assessment of all
c. Structural Collapse possible threats and threats groups, as well as
the analysis of developing or reported events
d. Hazardous Spills and incidents. Crises incidents can be
predicted through updated inputs from
e. Utilities Failure (Power, Water, Telephone) intelligence reports as well as the continuous
monitoring and analysis of the confluence of
f. Nuclear Accidents
related events.
g. Food Scarcity/Famine
In case of man-made crises/emergencies,
and some natural crises/ emergencies, this
h. Fuel Shortage
stage requires continuous study of the targets
i. Pestilence/Epidemic of existing threats, specifically the threat
groups, their probable targets and the
j. Floods vulnerabilities of critical installations and
facilities.
k. Volcanic Eruption
All threats and threat groups should be
l. Earthquake considered whether they are internal or
external to any organization.
m. Tidal Wave
2. Prevention
n. Typhoons
When most man-made crises/emergencies,
o. Drought
this stage involves the institution of passive
and active security measures, as well as the
remedy or solution of destabilizing factors 1. Initial Action
and/insecurity flaws leading to such
crises/emergencies. All Unit Commanders are required to
understand and acquaint themselves on Crisis
On the other hand, most natural Management doctrine. As such, they will be
crises/emergencies at this stage require held responsible for all their actions. Any
vigilance and alertness to signs and military/police unit taking cognizance of a crisis
manifestations of developing crises/ incident shall immediately undertake
emergencies. Warning/alert systems have to appropriate actions to contain the crisis
be established to increase the chances or odds situation and report the matter to the
of preventing the occurrences of cognizant agencies through channels,
crises/emergencies. regardless such crisis situation is within or
beyond its capability to handle.
Preventive actions may well be applied to both
natural and manmade crises/emergencies to The initial action includes monitoring of
prevent them from developing to the progress of the incident, securing the
uncontrollable proportions. scene, protecting itself, establishing perimeter
security, evacuating innocent civilians, if
3. Prepare possible, preventing the escape of the
perpetrators, until the designated security and
Preparation for crises/emergencies entails
tactical elements/units augment its unit as
planning, organization, training and
they arrive. Other than the aforecited tasks,
stockpiling of equipment and supplies needed
the initial action unit shall not engage in any
for such crises/emergencies.
tactical action against the perpetrators except
in its own defense.
Simulated drills at unspecified days and
times test the effectiveness of preparations,
2. Action
bring out flaws and weaknesses, and
corrections/remedies effected to heighten The action phase begins as soon as the
levels of readiness of systems, procedures, On-Scene Command Post (OSCP) is established
organization, equipment and logistics to and the Tactical intervention, service support
better cope with actual crises/emergencies. units, Negotiations Teams and the Public
Affairs personnel arrive and are deployed. The
b. The Reactive Phase – Performance
On-Scene Commander (OSC) gradually relieves
the initial action unit commander and
This phase covers the last of the 4Ps,
completes staffing of the OSCP. The OSC
Performance, which is the actual execution or
discusses the incident with the commanders
implementation of any of contingency plan
and staff of the units and agencies involved
when a crisis situation occurs despite the pro-
and plans what actions to take and establish
active measures.
positive contact with Crisis Management
The objectives in this stage are: to Committee (CMC) to ensure that all his
ensure a high probability of success in succeeding actions are cleared. The action
neutralizing the perpetrator(s); to minimize, or phase consists of two distinct activities:
cushion the adverse effects of the crisis negotiation and tactical action/intervention
incident; and, to ensure a smooth and speedy which may take place independently either
rehabilitation or return to normalcy. simultaneously or in succession; In any case,
however, both activities are under the
The performance of crisis management action complete control and supervision of the On-
for terrorist-based crises! management is done Scene Commander.
in three stages:
 3. Post Action Creating National Peace and Order
Council, Local Peace and Order Council and
This stage begins as soon as the Barangay Peace and Order Committees,
perpetrators surrender, or when they are respectively.
captured or neutralized and the crisis situation
is deemed cleared. The on-scene Commander 5. Memorandum Order No. 21
ensures that necessary Post Action activities
are undertaken to restore normalcy and bring The government shall exhaust all
responsible to court. peaceful means in seeking a resolution to a
crisis to minimize, if not, prevent the loss of
J. Legal Regimes in Dealing with Crisis life and destruction of property. If all peaceful
means are exhausted, the government shall
1. Section 6, Article XV, 1987 Constitution act promptly, decisively, and effectively,
choosing from the whole range of police and
The State shall establish and maintain
military actions appropriate to the
one police force, which shall be national in
circumstance, or otherwise known as the ‘final
scope and civilian in character, to be
option’.
administered and controlled by a National
Police Commission. The authority of local 6. PNP Manual on Crisis Management s.
executives over the police units in their 1996
jurisdiction shall be provided by law.

2. Section 444 and 445, R.A. 7160 (Local

Government Code)

The mayor shall act as the deputized

representative of the National Police
Commission, formulate the peace and order
plan of the City or Municipality, and upon its
approval, implement the same; and as such,
exercise general and operational control and
supervision over the local police forces in the
city or municipality.

3. Section 5 R.A. 6975 as Amended (DILG

Act of 1990)

The mayors shall exercise operational

supervision and control over PNP units in their
respective jurisdiction except during the thirty
(30) day period immediately preceding and the
thirty (30) day following any national, local and
barangay elections. Operational supervision
and control – the power to direct, superintend,
oversee and inspect the police units and forces,
which shall include the power to employ and
deploy units or elements of the PNP, through
the Station Commander, to ensure public
safety and effective maintenance of peace and
order within the locality.

4. Executive Order No. 390 s. 1987 and

Executive No. 366 s. 1996
 CRIM 6 1. Persons in Crisis – People who take
hostages during a period of prolonged
Dispute Resolution and Crises/Incidents frustration, despair and problems.
Management (Module 9) 2. Psychotics – Mentally ill people who
take hostages during a period of
HOSTAGE SITUATION
psychiatric disturbance.
3. Common Criminals – People who
A. Definition
take hostages for personal, rather than
A hostage situation is a set of circumstances ideological reason.
wherein a suspected law violator is holding a 4. Prisoner – People who take hostages
person captive with the use of force and threat because of dissatisfaction and
of violence while the law enforcement officers discontent regarding their living
are in close contact with the suspect and his conditions in prison.
captive. 5. Political Terrorist – Ideologically-
inspired individuals or groups of people
B. Motives in Hostage Taking who take hostages because of political
1. In political terrorism, reasons include and ideological beliefs.
showing the public that the D. Priorities in Hostage Situation
government is unable to protect its 1. Preservation of Life
own citizens. 2. Apprehend hostage taker
3. To successfully negotiate, there
2. Hostage taking guarantees immediate must be a need to live on the part
media coverage, and after repeated of the hostage taker and there
hostage incidents, it is the hope of the must be a threat of force by the
hostage takers that the government might authorities.
overreact and become excessively E. Choices for the Hostage Takers
restrictive with its own citizen, thus during the Hostage Taking
causing civil discontent and a grassroots Incidents
movement to overthrow the government. 1. Choose martyrdom, kill the hostages
and commit suicide
3. Warring nations seek peace after
2. Lessen the demands to a more
exchange of hostages as a guarantee of
achievable proportion and continue
reciprocity.
negotiations
3. Surrender to the police
4. In urban guerrilla warfare, hostages are
F. Four Courses of Action that can be
taken with little regard for law and order.
taken by the Commander during
5. Law enforcement officers will most likely the Hostage Taking Incident
encounter hostage incidents that involve 1. A mass officers and massive firepower
either criminal or the mentally-disturbed. and assault
2. Use selective sniper fire
6. A husband or wife may take a child 3. Use chemical agents
hostage in custody battles. 4. Contain the area and negotiate through
a specially trained negotiator
7. A mentally disturbed person may take G. Actions of the Investigating Patrol
hostage in order to right what he believed Officer (First Responder) Upon
to be wrong. Arrival at the Hostage Taking
Incidents (ICER METHODS)
8. Whatever the initial reason for hostage
1. Isolate physical and
taking, it is clear that the motive for
psychological activities on the
holding hostages may change.
scene and keep onlookers
beyond the safety line.
C. Categories of Hostage Takers
 2. Contain the hostage taker firing a weapon in a congested
mobility to the smallest area.
location in the building or 5. After the shootout, check
exterior area and deny the whether the suspect still poses
opportunity to observe the danger or has been wounded
police presence activities. This and maimed.
begins within the confines of 6. Use police sirens and
the inner perimeter and also megaphones to influence or
allows time for crisis warn offenders to stop and
stabilization. peacefully give up.
3. Evaluate because the original 7. Use of force shall be
report may or may not be what tempered with such
the situation actually is. Gather considerations as keeping in
as much cursory information as mind the safety of the hostages
possible. Assess the threats and prevention of crossfire
and estimate the location of casualties or injuries to third
the command post and the parties.
number and proposed positions 8. Immediate removal of
of back up officers needed to casualties from the scene shall
establish a temporary inner be undertaken after the
perimeter. necessary sketches, pictures
4. Report the number and and other investigative
identities of hostage takers and requirements are
hostages and their clothing accomplished; it also important
descriptions, precipitating that victims’ bodies shall be
events, size and locations of segregated from those of the
dangerous zones, inform suspects.
responding officers of 9. Strictly respect human rights
recommended entry routes, at all times.
types of weapons involved and
directions or line of fire. I. Operational Procedures and Guidelines
during Hostage Situations
H. General Operation Procedures during
Hostage Taking 1. Safety of all participants-
victims, suspects, police
1. Under all circumstances, the officers and bystanders is
use of force is justifiable only paramount.
by virtue of the “Doctrine of 2. There shall be a Crisis
Self Defense”, and Defense of Management Team (CMT) in
Stranger; as a last resort, and every locality trained and ready
when all other peaceful means for deployment.
have been exhausted. 3. There shall be only one ground
2. Whenever force is resorted, Commander in the area.
use only necessary and 4. The incident area shall be
reasonable force to subdue or condoned off.
overcome a clear and imminent 5. Assaults shall be well planned
danger. and assaulting team must be
3. Avoid panic firing in actual alerted for deployment in case
shootout with the suspect. negotiations failed.
4. Ensure that no bystanders are 6. Negotiations shall be
hit. Observe extreme caution in designated and no one shall be
allowed to talk to the suspects
 without clearance from the d. If hostage have already been killed
negotiating panel or ground
Commander. K. Important Factors to be considered in a
7. An ambulance with a Hostage Taking Incident
medical crew and a fire truck
1. Intelligence Gathering – It must
shall be detailed at the incident
focus on identifying the hostage takers
area.
and hostages, determining the hostage
8. Proper coordination with all
takers capabilities to resist an assault
participating elements is
and identifying the weapon being used.
necessary to unify efforts in
2. Motive – Determine first what type of
solving the crisis.
hostage-takers you are dealing with,
J. Tactical Procedures to be followed in a identifying the hostages takers will lead
hostage taking incident to his motives.
3. Hostage Location – The exact
1. Containment of the Hostage Position location of the hostages and how they
are secured.
a. Stabilize the incident 4. Setting – A detailed knowledge of the
b. Determine the exact location of the hostage scene’s immediate vicinity. A
hostage taker complete reconnaissance of the
c. Physically contain the action to the hostage area; terrain leading to the
smallest area hostages site; obstruction; areas of
d. Isolate the scene concealment; viewing points; possible
e. Evacuate the adjoining areas and/or potential escape route; location
f. Block avenues for escape of doors, windows and entrances; exits
and fire escapes.
2. Communication
5. Formulation of the Plan – In case
that assault will be opted, it must be
a. By the use of telephone
planned to occur at a time that permits
b. By written notes
the assault team members to take
c. By the use of loudspeaker
their position without detection as well
d. By the use of bullhorn
as to limit the opportunity of the
e. By the use of megaphone
hostage takers to resist because when
3. Visual and Audio Surveillance the surprise element is used, the
hostage-takers have a reduced
a. Binoculars capability to react violently, escape,
b. Telescopes hide or harm the hostages.
c. Portable searching lights
d. Night vision devices L. The Command Post
e. Television camera
a. Command Post Considerations
f. Spike or contact microphone
g. Telephone
1. Establish outer and inner perimeters
h. Intercoms
2. Safe accessible routes to responding
personnel
4. Assault Alternative
3. Defense against snipers, mobs,
a. When the victims are in imminent onlookers
danger of injury 4. Sufficient parking
b. When the victims are in imminent 5. Adequate staging area
danger to death 6. Availability of water supplies,
c. When the hostage takes gained the restrooms and telephones
control of the crime or potential victims 7. Accessibility to helicopters
 8. Maintain communication lines 0+25 Actions of the Crisis Management Team
9. Notify administrators
10. Maintain command post chronological 0+26 Pre-Negotiations Actions
log
0+30 Negotiations Begins
11. Only authorized personnel will be given
access
12. Public Information Officer (PIO) to give
press briefings.

b. Command Post Staffing

1. Commander
2. Asst. Commander
3. Negotiators
4. Emergency Services Team Tactical
Adviser
5. Radio Operator
6. Intelligence officers
7. Investigators
8. Staff Psychologists
9. Chronographers
10. Communications Specialists
11. Liaison Personnel
12. Police Administrators

M. Time-Events Barricade Matrix

Time- Incident Matrix

-0- Incident occurs

0+1 Notification

0+2 Police Response

0+5 Location (Most dangerous time)

0+6 Confrontation (firearms, discipline)

0+7 Notification (of the dispatcher & CMT)

0+8 Containment

0+9 Preparation (for the arrival of CMT)

0+10 Isolation

0+15 Evaluation

0+16 Evacuation

0+17 Segregation

0+19 Pre-Conflict Management Team Actions

 CRIM 6 Dispute Resolution and do so immediately and have them removed. If
Crises/Incidents Management medical help is needed, see that the
appropriate help is provided.
(Module 10)
3. Listen and Observe
HOSTAGE NEGOTIATION AND RECOVERY
In a crisis situation, one of the most
A. Definition effective technique is to make an effort to see
exactly what is happening. Attempt to be
Negotiation Approach is a systematic
totally non-judgmental and devote full
process of starting to work on a task of
attention to what the principal actors in the
negotiating and dealing with hostage takers,
crisis are saying or doing.
wherein the primary consideration are the
arrangements of terms and conditions between 4. Employ Crisis Diffusion Techniques by:
the authorities and suspects necessary for the
release of the hostages.  Keeping your voice low and speaking
slowly.
B. Principles of Hostage Negotiation  Keeping non-verbal communication
and Recovery open and indicating a willingness to
listen.
1. The hostage has no value to the hostage
 Establishing eye contact with the
taker. His only value is as a tool to get what he
person you are addressing. This often
wants; not from the hostage but from the
indicate sincerity and willingness to
authorities.
listen.
 Touching the person you are talking
2. The priorities in hostage situations are
with may help keep the lines of
preservation of life, the apprehension of the
communication open.
hostage taker, recover and protect property.
 Attempting a compromise.
3. Hostage situation must not go violently, for
the interest of the hostage, the hostage taker 5. Follow-up
and the authorities. In any case, if it goes
Make a follow-up report as soon as
violent, the authorities must always come out
possible when the need for the following
the victor.
appears; psychologist, family counselling
4. To successfully negotiate, there must be a expert and spiritual guidance, among others.
need for the negotiator to place himself in the
D. The Crisis Negotiating Team (CNT)
shoes of the hostage taker because a hostage
taker who is bent on killing himself is a non- Provides verbal and tactical support to the
negotiable case. SWAT Team, responsible for controlling a
barricaded suspect or hostage situation.
C. Guidelines for the Initial Stage of
Hostage Negotiations Three Key Objectives:

1. Assess the situation 1. Safety for all people involved

2. Safe release or rescue of hostage
Immediately attempt to identify the
3. Apprehension and prosecution of
cause of the crisis and what you need to do to
suspect involved
diffuse the hostility.
Composition
2. Take immediate corrective action
1. Primary Negotiator
Separate the combatants and isolate
2. Secondary Negotiator
them from each other. If arrest is warranted,
3. Psychologist
 4. Intelligence Coordinator  Have checkpoint summaries – brief
reviews of the main points discussed
Note: Commander should Not Serve as about issues and demands.
Negotiator because: d) Important Suggestions for the Primary
Negotiator
1. Hostage Taker (HT) will develop a
 Ask the suspect to give up
sense of importance;
 Allow/encourage the suspect to
2. He may make impossible demands,
ventilate
knowing that he is dealing with the
 Ask general questions
Commander;
 Listen to the suspect
3. Conflict of roles as both the
 Be honest, upfront and sincere
Commander as negotiator and
 Develop a trust relationship
Commander; and
 Avoid a critical tone
4. As a cardinal rule, Commander don’t
 Avoid approval or disapproval in your
negotiate, negotiator don’t command.
statements unless necessary
E. Group Structure and Actions of
 Orient the hostage taker to problem
Hostage Negotiation Team (HNT)
solving
1. THE PRIMARY NEGOTIATOR  Ignore the hostages-give them minimal
attention
a) Upon arrival on the scene, the Primary  Stall time
Negotiator shall report to the on-scene  Avoid deadlines
commander and do the following:  Divert any negative train of thought
 Debrief the officers who originated the  Investigate alternatives communicated
call; and by the hostage taker
 Obtain as much information as  Avoid telling the suspect how to solve
possible about the situation prior to his/her problems
making contact with the barricaded  Check with team leaders and
subject. Command Post before making any
b) He shall be responsible for the initial commitments
contact and ensuing negotiations and  Do not give away what can be
perform the following: bargained for
 Attempt to put the perpetrator at ease  Don’t negotiate demands for weapons,
thereby making resolution of the drugs, or hostages
problem imminent;  Present the police position realistically
 Keep communication open; but neutrally
 Elicit useful information; and  Be willing and ready to be authoritative
 Achieve safe surrender of the  Be aware of tactical considerations
perpetrator with dignity  Approach face to face negotiations
c) He shall be aware of the following cautiously (Avoid, if possible)
principles:  Avoid civilian negotiators
 Be conscious of both verbal and non-  The Primary Negotiator is responsible
verbal language – listen actively, give for follow-up report of his or her part in
feedback, be empathetic and the incident because this report shall
understand the difference between consist of any information that he/she
what is said verbally and what feels would be helpful in future
message is really being given; contacts with the perpetrator and
 Self-acceptance and value clarification include comments on the general goals
is important – understanding your own of the negotiations and those tactics
and other’s values and being aware of used that were positive or negative.
those areas that trigger emotions in 2. THE SECONDARY NEGOTIATOR
yourself and others;
 A. The Secondary Negotiator is advice to the primary negotiator, support
responsible for monitoring the of the team, emotional support to the
negotiations so as to give feedback to hostages and training.
the primary negotiator in regards to
the use of skills, infliction, tempo, f) Keep track of the “big board” (write
trigger works, interpretation of the information on a chalkboard so that all
message given by the perpetrator and members can evaluate and understand
any other useful information. what is happening)
B. He has the same responsibilities as the
4. THE INTELLIGENCE COORDINATOR
primary negotiator except that he/she
does not engage in actual conversation
a) The intelligence coordinator (a trained
unless introduced by the primary
negotiator) is responsible for assigning
negotiator for specific purposes.
persons to gather information about the
C. He controls access to the primary
perpetrator/s, the hostage/s, and the
negotiator; thereby freeing him for
physical scene.
negotiations only.
D. He shall disseminate any information b) All intelligence passes through him/her
from the primary negotiator to the on- for dissemination
scene commander via messenger.
E. He is the only person in direct contact c) The intelligence coordinator shall be
with the primary negotiator during used, in order of preference, the personnel
actual conversation. for intelligence gathering: investigative
personnel, trained negotiators, special
3. THE COACH division officers, and uniformed personnel.

a) When requested, the coach will respond d) Intelligence gathering should center on
to the command post by reporting to the the following areas, viz: individual
on-scene commander. description, historical background,
activities this date, compatible information
b) After being appraised of the situation
regarding victim or hostages, physical
and all intelligence gathered to that point,
description including entrances and exits of
he will, if possible, make a preliminary
barricaded area.
evaluation of the emotional state of the
perpetrator which will be passed on to the F. Negotiator Checklist Situation Board
on-scene commander; he (the coach) will
then be assigned as a part of “think tank”. a) Arrival interview with the First
Responder
c) He will continue to monitor the on-going
negotiations and will offer any information 1. What has occurred?
or advice that he deems important and
useful. 2. Who initiated the call?

d) After the situation is resolved, he will 3. Time of occurrence?

make himself available for any follow up
4. Police injuries?
support deemed necessary by the on-scene
commander such as meeting with the
5. Suspect injuries?
negotiators, press, family, and in case of
emergency petition, responding to the 6. Hostage injuries?
hospitals for follow up.
7. Other injuries?
e) The coach performs important function
such as psychological assessment, giving 8. What kind of contact has been made
with the suspect?
 9. When? behaviours: History during this situation:
Released, rescued, injured, surrendered or
10. Is the situation locked in? other status at resolution of this situation:
Situation outcome: Notes or Remarks:
11. Where is the suspect located?
G. Immediate Actions of the Negotiator
12. Where are the non-hostages?
upon Arrival at the Scene of Incident
13. Where is the floor plan?
1. Containment – controlling situation and
area by people involved. Other people and
14. Where are the telephones and types?
bystanders must be obliged to stay away from
15. Where are the suspect’s observation the areas as they may add more problems.
points?
2. Established Contract – Immediately after
16. What firearms are used/located on the positioning at an advantage position,
site? communicate with the leader. He may
introduce himself by saying “My name is
17. What explosives/chemicals are located ____________, I am a ___________. I am
on the site? willing to help. Never tell him your rank; the
hostage taker might think you can give all. So
18. What is the description/profile of the that he may ask for impossible demand.
hostage taker? Neither, should the negotiator give the feeling
that he has the authority to decide. Do not
19. What are the descriptions/profiles of
bluff.
the hostages?
3. Time Lengthening – Give more time for
20. What is the nature of the surrounding?
the police to organize and coordinate a plan of
action.
21. What is the offender’s affiliation/public
support like?
4. Telephone Negotiation Technique – Be
the caller, plan and prepare, be ready with
b) Data Collection of the Subject
graceful exit, and discipline yourself to listen.
Full name: Nickname: Age: DOB: Gender: Where a demand is impossible to get, still time
Race: Height: Weight Recent gain/loss: Build: by explaining that you need to talk to other
Scars, Birthmarks, Tattoos and other marks: people. Hold on to your concession. But ask for
Clothing and jewellery description: Marital the release of sick old people in exchange.
history and current status: Criminal History: When there is no demand, hostage taker may
Physical health/diseases: Sleep and eating really have no demand at all.
pattern history: Mental health history: Family
5. Need to face to face – Don’t be over
mental health history: Significant others
anxious, prepare for proper psychological,
Relationship to anyone: Religion: Military
physical and emotional confrontation. Wear
history: Weapons history: Education and
body armor, possess a weapon, but if ask to
specialized skills: Employment and experienced
come without a weapon, ensure that they too
history: Socioeconomic history: Financial
should lay down arms before entering. In
history: Residential stability: Daily activities or
entering, so to it that you are protected with
behavioural changes: Wills or power of
tactical back-up and consider that hostage
attorney issued: Substance used/ abused
taker might have body trap in some portions of
history: Transference and Stockholm syndrome
the area, door or window of the building.
history: Treatment from/hostage taker history:
Coming up on face-to-face situation, maintain
Newspaper records and media involvement:
proper distance, observe their movement. Elicit
Traumatic incidents in life: Involvements in
a promise or motivate them to surrender. In
negotiations: Movements and stress
retreating, or in getting out of the room, face i. He believes that he is an important person
hostage taker slowly back out the door with who is misunderstood and unappreciated-
good cover or tactical back-up. hypersensitivity as indicated by a tendency to
be easily slighted.
6. Surrender Approach – start with a
positive approach, act as if hostage taker will j. Restricted effect as indicated by a cold,
surrender. Do not talk too much. Gradually ask unemotional appearance, a pride in being
him to surrender. Reassurance is the wisest “objective, rational and unemotional”, no sense
thing to do. Talk details of surrender process. of humor and an absence of passive, soft,
And explain why now is better than later. tender and sentimental feeling.

Advantage of Telephone Negotiations k. Unrealistic concern about autonomy and

sexual identity.
1. Easier to say No
2. Easier to conclude the conversation l. His demands may be unusual or bizarre.
3. Conversation is quicker
4. Important items are more easily Negotiations Guidelines
committed
a. His need to explain may offer an opportunity
5. Caller has the advantage
to establish rapport.
H. Handling of Different Types of Hostage
b. Do not try to argue him out of his delusion
Takers
c. Try to ally yourself with his perspective
1. The Paranoid Condition
without sounding insincere.
(Schizophrenia) Characteristics
d. Avoid use of family members, as they may
a. Including delusions of reference-reference
be part of the delusional system.
everything to himself
e. There may be a negative attitude toward the
b. Expectation of trickery or harm and
mental health profession.
questioning the loyalty of others.
f. Do not stare or get too close
c. Hyper vigilance, scanning for threats or
taking unneeded precautions
g. Good negotiator may be rejected with time.
d. Thinking that others are spying on him,
2. The Anti-Social Personality
spreading rumours about him, betraying him or
(Psychopath/Sociopath)
planning to him.
Characteristics:
e. He may experience hallucinations, especially
voices commenting on his behavior-he may
believe that his thinking and/or behavior is a. An inability to maintain a close, intimate,
controlled by an external force. enduring interpersonal relations.

f. Delusions of persecution, grandeur (glory) or b. Lack of ability to function as a responsible

jealousy parent.

g. Anger, argumentativeness and occasional c. Mania centric, egocentric, callous,

violence (including suicide) irresponsible, impulsive, sexually
experimenting, and reckless.
h. Guardedness and/or secretiveness that may
result in social withdrawal, isolation and sexual d. Little or no conscience development-
confusion. Rationalizes and blames others for his
behavior, does not feel guilt or remorse- d. He sees himself as a loser, someone
amoral. who has always failed-even crimes
may have been poorly planned.
e. Failure to accept social norms with respect e. He can be incredibly manipulative.
to lawful behavior as indicated by repeated f. Taking hostages may be his last
thefts, an illegal occupation, multiple arrests attempt to prove to someone (wife,
and felony conviction. parents or girlfriend) that he can
succeed at doing something.
f. Low trait anxiety level (not a “worrier”)
g. The hostage incident, including the
attention from authority figures and
g. Low tolerance for frustration.
the media, may be the high point of
h. May put a ‘good front” (extremely cool, high his life.
verbal skills, and manipulative) h. This type of disorder can be
recognized by statement such as “I’ll
i. The onset of his behavior usually starts show them that I really can do
before the age of fifteen. something”.
i. He is in contact with reality, is
j. Excessive alcohol or drug use is prevalent. thinking clearly, can understand the
consequences of his actions, and can
k. His demands are usually moderate
be negotiated with successfully.
j. Strong Stockholm Syndrome is
l. Punishment dos not alter unacceptable
possible.
behavior (tactical solution is best)
k. His demands may be exorbitant at
Negotiating Guidelines first.

a. Keep his egocentricity in mind Negotiations Guidelines

b. Keep him busy
a. Provide understanding and uncritical
c. Must be convinced that the safe
acceptance.
release of the hostages is to his
b. Help him find a way to end this without
advantage.
having failed again-build self-esteem.
d. Negotiation must be reality oriented.
c. Parents and friends brought to the
e. Non-police negotiator will be of
scene may cause strong feelings of
marginal value or only make the
failure or embarrassment and cause
situation worse.
him to prove he can do something
3. The Inadequate Personality important.
d. Do not introduce non-police negotiators
Characteristics: to observe his failure.
e. Consider the use of a negotiator of the
a. Throughout his life he has opposite sex.
demonstrated in adaptability, f. After rapport is established, the
ineffectiveness, poor judgment and negotiator may be more authoritative.
inept responses to social, emotional, g. However, because of all the attention
intellectual and physical stress he is receiving, he may not want the
(Chaotic family relationships, marital situation to end.
problems, lack of social, physical and
emotional stability, sexual 4. The Depressed Subject (Maniac or
irregularities, and fantasy) Bipolar) Characteristics
b. He will often be a high school dropout.
c. He may have had a succession of jobs, a. Unrealistic sadness, hopelessness
having been fired from each because (Feelings of inadequacy or
of poor performance. worthlessness)
 b. Sleep and appetite disturbance k. Be prepared to repeat reassurances
c. Decreased effectiveness at school, again and again, and
work, home or play (decreased l. In ALL cases ask: “Are you going to
attention to span, concentration or commit suicide?”
ability to think clearly, loose of feeling
or pleasure of interest, low energy 5. The Situational Stress Reaction
level and loss of interest or enjoyment
Characteristics:
of sex)
d. Irritability or excessive anger
a. No history of mental disorder
e. Brooding about past events-
b. Clear precipitating events
tearfulness or crying.
c. Increased anxiety and/or agitated, or
f. Psychomotor agitation or retardation
depressed.
g. Depressed appearance-feeling of
d. May feel hopeless, helpless, out of
inadequacy, worthlessness and low
control
self-esteem.
e. No acceptable option is clear to him
h. Hopelessness and helplessness-
recurrent thoughts of death and Negotiation Guidelines
suicide. (Not all depressed persons are
suicidal and not all suicidal persons are a. Allow him to ventilate his feelings
depressed) b. Then, try to get him to describe events
i. He may be well aware of the reason for as objectively as possible.
his depression c. Have him go back over the options he
j. Mood-congruent hallucinations and has ruled out.
delusions are possible. d. Review his descriptions of events, and
k. His demand may be “GO AWAY”. place in a more objective, rational
Pain/Anger/Conflict perspective.

Negotiation Guidelines 6. Professional Criminal

a. If psychomotor retardations are Characteristics:

present, you may have to wait longer
than the usual for a reply-response a. This is usually the easiest to deal with
time is slow. considering he is a relatively rational
b. Friends and relatives may provoke or thinker. After assessing the situation
escalate feelings of worthlessness and and weighing the odds, in most cases,
guilt this type of HT comes to terms with
c. Beware of sudden improvements that the police.
are unrelated to your negotiations.
Proper Handling
d. Keep your time perspective in the
“here and now” Hopeless persons
a. Show force but refrain from
cannot imagine a positive future.
unnecessary violence or useless killing.
e. He will generally have small body
space. 1. Terrorist
f. He will generally be honest and
straightforward with you. Once rapport Characteristics:
has been established, it may be
appropriate to be explicitly directive. a. A more difficult hostage situation-
g. Beware of “Suicide by Cop” viewed a psychopathic with a cause,
h. Real world versus abstract concepts. under a leader of the group. When
i. Attempt to postpone action as opposed caught, they rationalize by claiming to
to changing mood. be revolutionaries. In addition, they
j. Use empathy are resolved to die for the cause.
Proper Handling 1. Avoid asking for demands

a. Their causes may deteriorate in the 2. Avoid offering anything.

passage of time. In any case, if they
kill one of the several hostages, the 3. Do not give anything not specifically
negotiators then must set to save the asked for and should not give more than
remaining hostages-they will likely kill absolutely necessary to fulfill the
them all. agreement.

I. Hostage Takers’ Needs and Demands 4. Never give anything without getting
something in return.
a. Hostage Taker’s Needs
5. Avoid dismissing any demand as trivial
1. Instrumental Needs. These are the
spoken, often tangible needs such as 6. Ignore deadlines and do not set
survival, food, water, comfort and deadlines for the incident resolutions.
predictability of circumstances.
7. Negotiate first for the sick or injured
Instrumental needs almost always
hostages.
emerge first because they are easy to
talk about with a stranger.
8. Monitor the types of demands.
2. Expressive Needs. These are the
spoken and often intangible needs such 9. Assess the personality type of the
as power, acceptance, belonging, hostage taker based on the types of the
affection and self-worth. Expressive demands made.
needs, if they emerge at all, will
emerge later in the negotiation. 10.Delay, impress upon the hostage taker
b. Demands of Hostage Takers that even simple demands are hard to get;
that you need to talk with the commander
1. Negotiable or other people, etc.

a. Food K. Effects of Time on the Negotiators

b. cigarettes Positive Effect of Time

c. Drinks 1. Hostage taker will wear down

emotionally/psychologically.
d. Alcohol
2. Hostage taker will have more demand
e. Transportation
for food and water
f. Media Coverage
3. Anxiety reduces; hostage taker will be
given a chance to organize his true self.
g. Freedom
4. Hostage taker’s rationality increases.
2. Not Negotiable
5. Hostage taker-negotiator relationships
a. Weapons/Ammunition
improves.
b. Drugs
6. Hostage taker’s demand may be
c. Release of prisoners reduced.

d. Exchange of hostages 7. Stockholm Syndrome may develop.

J. Handling Demands Negative Effect of Time

 Exhaustion and boredom may have
creeping effects on both hostage takers and
authorities; for hostage takers may eventually
commit suicide or may forget all demands
altogether.

L. On Life and Death Negotiation

1. Keep in mind that in one H.T., show of

force may be unnecessary

2. Speak firmly but not in threatening

manner.

3. Do not be overfriendly; it may be

interpreted as a weakness.

4. HT should not be driven to desperation

(give hope and security, etc.)

5. Show of force is necessary if there are

several hostage takers (HT)

M. Failure of Negotiation (or Situation

Permits)

1. Final move must be made swiftly

without looking back.

2. Any assault must proceed with skill and

professionalism, when:

a. HT begins executing hostages

b. HT throws out first body

N. Concluding a Hostage Incident

1. Remove perpetrators as quickly as

possible.

2. Secure the Scene

3. Brief the Media

4. Collect Evidence

5. Assemble involved personnel

6. Retrieve equipment

7. Identify all damaged property

8. Identify critical data and handle

debriefing