Human

CRIM 3

Behavior
and
Victimolog
SANDY ROIE P. CERCADO, RCRIM
Instructor I
CHAPTER 3:

CRISIS
MANAGEMENT
COURSE LEARNING OUTCOMES
At the end of this chapter, the students will be
able to:
1. Define “crisis management” and identify the main
principles, objectives, and theories on crisis
management;
2. Understand the essential elements of crisis
management;
3. Gain a better understanding of the legal measures
used to deal with crisis management; and
4. Understand how the police handles a hostage
situation as a main example of crisis
management.
CRISIS
This term came from the Greek
word “krisis,: which means to
“decide”. A crisis is a turning point
in the progress of an affair or a
series of events.
EMERGENCY
This term came from Latin
word “emergentia,” which means
“dipping”. An emergency is a
sudden condition or state of affairs
calling for immediate action.
CRISIS
MANAGEMENT
The term crisis management refers to
the expert handling of a crisis or
emergency, the aim of reducing or
eliminating danger or damage, especially
on the part of the government.
CRISIS
MANAGEMENT
Specifically, crisis management refers to
the process of identifying threats to an
organization and its major players, as well as
the methods used by the organization to deal
with such threats. Crisis management often
requires decisions to be made after a major
event has already occurred and within a short
timeframe. In order to reduce uncertainties
and further risks in the event of a crisis,
organizations must create a crisis management
plan.
THEORIES ON
risis Management Model
A crisis management model is the
conceptual framework for all aspects
of preparing for, preventing, coping
with, and recovering from a crisis.
 Prodromal Stages
The prodromal stage covers the
period between first signs and crisis
eruption. During this period, Fink states
that crisis managers should be proactively
monitoring, seeking to identify signs of a
brewing crisis, and trying to prevent it or
limit its scope.
 Acute Stages
The acute stage begins when a trigger
unleashes the crisis event. This phase
entails activation of crisis managers and
their plans.
 Chronic Stages
The chronic stage encompasses the
lasting effects of the crisis, such as after a
flood or a hurricane when teams repair
damage to buildings and roads.
 Resolution Stages
The resolution stage represents the
end of the crisis and a time for
internalizing what went wrong through a
root-cause analysis and implementing
changes to ensure there is no repetition.
Gonzales-Herrero and Pratt
Model

1 Issues
management

2 Planning-
prevention

3 Crisis

Post-crisis
4
1 Issues Management
This stage is proactive and focuses
on identifying and addressing potential
issues before they escalate into full-
blown crises. It involves activities such as
scanning the environment for potential
threats, conducting risk assessments, and
developing contingency plans.
2 Planning-prevention
This stage focuses on taking steps to
prevent crises from happening in the first
place. It involves activities such as
developing and implementing safety
procedures, training employees on how
to handle crisis situations, and
communicating effectively with people.
3 Crisis
This stage refers to the actual crisis
event itself. It is important to have a plan
in place for how to respond to a crisis
quickly and effectively. This plan should
include steps for containing the crisis,
communicating with people, and
mitigating the damage.
4 Post-crisis
This stage refers to the period after
the crisis has subsided. It is important to
take steps to learn from the crisis and
prevent similar events from happening
in the future. This may involve
conducting an after-action review,
updating crisis plans, and providing
counseling to individuals who were
affected by the crisis.
Structural-Functional systems Theory
Functionalism sees society as a
structure with interrelated parts designed
to meet the biological and social needs of
the individuals in that society. The parts of
society that Spencer referred to were the
social institutions, or patterns of beliefs
and behaviors focused on meeting social
needs, such as government, education,
family, healthcare, religion, and the Hebert Spencer
economy. (1820–1903)
Emile Durkheim, explain how societies
change and survive over time. He
believed that society is a complex system
of interrelated and interdependent parts
that work together to maintain stability,
and that society is held together by
shared values, languages, and symbols.
He believed that to study society, a
sociologist must look beyond individuals
to social facts such as laws, morals,
values, religious beliefs, customs, fashion,
and rituals, which all serve to govern Emile Durkheim
social life.
(1893)
Essential Elements of Crisis Management

Incident Management – This refers to an act

of containing the situation within a certain
level, mostly through law enforcement
interventions.
Consequence Management – This is an act
that focuses on mitigating the adverse effects
that may be brought about an incident. This
is achieved by utilizing non-law enforcement
elements, such as medical and fire services.
Purpose of Crisis Management
SALVARI VITAS – The main goal of
crisis management; it means “to
save lives”.
Objectives of Crisis Management
• Resolve the event without further
incident
• Ensure the safety of all participants
• Apprehension of all the perpetrators
• Accomplish the task within the
framework of current community
standards
 Principles of Proper Crisis Management
• To achieve a successful negotiation, there must
be a need to live on the part of the hostage-
taker and there must be a threat of force by the
authorities
• Contain and negotiate
• Protect the innocent from harm
• Allow the passage of time so that the
perpetrators can be reasoned with through a
negotiation
 Principles of Proper Crisis Management
• Allow the passage of time so that the response force
can evaluate the situation, gather information, explore
alternatives and formulate a plan of action
• Rely on the continuous flow of information from all
sources
• Pressure the perpetrators into abandoning their
position
• Receive, analyze and disseminate all information
• Prepare for a rapidly escalating series of events
 TYPES OF CRISES AND/OR EMERGENCIES

1. Man-Made Crisis/Emergencies:
a) Civil disturbance
I. Labor strikes / demonstration,
II. Riots,
III. Anarchy, (lawless disorder in the country)
IV. Welga ng Bayan
2. Revolt:
a) Mutiny
b) Insurrection
c) Coup d’ etat
3. Revolution
4. Border Incident
 TYPES OF CRISES AND/OR EMERGENCIES
5. War
a) Conventional
b) Nuclear
6. Kidnapping
7. Hijacking
a) By Air
b) By Sea
c) By Land
8. Hostage-Taking
9. Terrorist Activities
10. Attacks/ Raids
a) on government installation
b) Facilities
c) and other vital centers
 TYPES OF CRISES AND/OR EMERGENCIES

11. Natural Crisis / Emergencies

– Fire
– Marine/ Air Disaster - Floods
– Structural Collapse - Volcanic Eruption
– Hazardous Spills - Earthquake
– Nuclear Accidents - Tidal Wave
– Food Scarcity/Famine - Typhoons
– Pestilence/Epidemic - Drought
– Fuel Shortage
– Failure of facilities that Provide Utilities (Power, Water,
Telephone)
Phases of Crisis Management
1. Proactive Phase
• Prediction
• Prevention
• Preparation

2. Reactive Phase
• Performance (Implementation and Contingency Plan
)
• Initial Action
• Action (Negotiation or Tactical Action Intervention)
• Post-Action
 LEGAL REGIMES IN DEALING
WITH CRISIS
In the Philippines, several laws has been passed to
ensure effective and appropriate crisis management at all
levels of government.

Section 6, Article XV, 1987 Constitution

The State shall establish and maintain one police
force, which shall have a national scope and civilian
character. The police force shall be administered and
controlled by the National Police Commission. The
authority of local executives over the police units in their
jurisdiction shall be provided and mandated by law.
Sections 444 and 445, R.A. 7160 (Local
Government Code)
The mayor shall act as the deputized
representative of the National Police
Commission. He/She shall formulate the peace
and order plan of the city or municipality, and
upon its approval, implement the same. The
mayor is expected to exercise general and
operational control and supervision over the
local police forces in the City or Municipality.
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
(30) day following any national, local, and
barangay elections.
Operational Supervision and Control
This refers to the power to direct,
superintend, oversee, and inspect the police
units and forces. This power 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.
Executive Order No. 309 s. 1987 and Executive
No. 366 s. 1996
These executive orders created the
National Peace and order Council, Local Peace
and Order Councils, and the Barangay peace and
Order Committees.
Memorandum Order No.21
The government shall exhaust all peaceful
means possible in seeking a resolution to a crisis
in order to minimize, if not, prevent the loss of
life and destruction of property. If all peaceful
means are exhausted, then the government
shall act promptly, decisively and effectively,
choosing from the whole range of police and
military actions appropriate to the circumstance,
or otherwise known as the “final option”.
 PNP OPERATIONAL PROCEDURES ON
CRITICAL INCIDENT MANAGEMENT

As the Philippine National POLICE (PNP)

forefront of crisis situations, it plays an essential
and active role in crisis management in the
country. The PNP achieves its related objectives
organizing its own Incident Management
Committee (IMC) in support to the National
Peace and Order Council (NPOC) and National
Disaster Risk Reduction Management
Committee (NDRRMC).
Types of Incidents
According to the Revised Philippine
National Police Operational Procedures
(2013).There are two types of incidents to be
handled.
1. Man-Made Incidents – These are incidents
induced by man, to which the PNP is tasked
to respond in two different situations:
(1) managing an incident that can be resolved
by the responding policemen without
Crisis Management Committee (CMC)
involvement; and
(2) managing an incident that entails CMC-
directed of special tasks by one or more of
the urgent services of the Philippine
government.
2. Natural/Disaster Incidents –In the event of
natural/ disaster incidents, the PNP shall act
as the first responder in the affected area in
order to provide area security and support to
the conduct of search and rescue operations
to be spearheaded by the area Disaster Risk
Reduction Management Committees
(DRRMC).
 All actions of the PNP in addressing these
critical incidents are in support to the Peace and
Order Council – Crisis Management Committees
(POC-CMC) and Disaster Risk Reduction
Management Committees (DRRMC) with
common objectives of saving lives and
properties, resolution of the critical incidents at
the earliest possible time, and restoration of
normalcy in the affected areas.
5 P’s of Crisis Management
1. Prediction – this stage involves foretelling of
the likelihood of crises occurring either
natural or man-made through the continuous
assessment of all possible threats and threat
groups as well as the analysis of developing
or reported events and incidents.
5 P’s of Crisis Management
2. Prevention – This is a deliberate action that
aims to avoid future harm by addressing its
causes. This is achieved through a long term
strategy and an immediate operational
strategy. To minimize the impact of man-
made incidents be vigilance and alertness to
signs and manifestations of suspicious
looking individuals.
5 P’s of Crisis Management
3. Preparation – This is a core component of
effective response and covers essential
activities as follows: Planning, Organizing,
Training, Equipping, Exercising, as well as
Evaluating and Improving.
5 P’s of Crisis Management
4. Performance - the actual implementation
of contingency plans when a crisis occurs,
despite the pro-active measure undertaken.
Once a crisis occurs, priorities shift from
building or enhancing capabilities to
employing resources to save lives, protect
property and environment, and preserve the
social, economic and political structure of the
jurisdiction.
5 P’s of Crisis Management
5. Post-Action and Assessment – a component
which begins when the crisis has been
addressed and the situation is deemed clear.
It is in this phase where the organization is
returning to business as usual. Post- action
activities seek ways to evaluate and improve
prevention, preparation and the actual
execution.
Incident Command System (ICS)

The ICS consists of six major functional

areas as follows: Command, Operations,
Planning, Logistics, Finance / Administration and
Intelligence/ Investigation as an optional sixth
functional area, which is activated on a case to
case basis. As mentioned earlier, each level of
the ICS has a crucial role to play in Critical
Incident Management operations.
Incident Command / Incident Commander (IC)
– the person designated by the chairman,
CMC to provide the overall supervision and
management in handling incident response
operations. He manages the human and other
resources necessary to address the crisis.
Command Staff (CS) –they provide technical advice
to the IC and consist of the Safety Officer (SO), who
monitors safety conditions and designs subsequent
measures for assuring the safety of the assigned
personnel; and the Public Information Officer (PIO)
who disseminates information to internal and
external stakeholders.
The CS also consist of the Liaison Officer, who is
the primary contact for supporting agencies assisting
at the incident; the Negotiation Team, who leads the
suspects or perpetrators of the crisis incident; and
the General Staff, who provide planning and
operation direction and supervision, resource
procurement and allocation, and support services.
PNP Alert levels During Man-Made Critical
Incidents
1. Level 1 (Low) - There is no information to suggest
that a specific man-made critical incident may
occur.
2. Level 2 (Moderate) - Man-made critical incident is
possible, but not likely.
3. Level 3 (High) - There is a strong possibility that
man- made critical incident may occur within a
short period of time.
4. Level 4 (Extreme) - A man-made critical incident
has just occurred or has just been pre-empted; or
incidents are expected.
 HOSTAGE SITUATION
A hostage situation refers to a set of
circumstances, wherein a suspected law violator
holds a person/s captive with the use of force
and threat of violence, while the law
enforcement officers are in close contact with
the suspect and his captive/s.
 Motives behind Hostage-Taking
1. In political terrorism, one reason is to show the public
that the government is unable to protect its own
citizens.
2. Hostage-taking guarantees immediate media
coverage, and after repeated hostage incidents, it is
the hope of the hostage-takers that the government
might overreact and become excessively restrictive
with its own citizens, thus causing civil discontent and
the emergence of a grassroots movement to
overthrow the government.
3. Nations in conflict often seek peace after exchange of
hostages as a guarantee of reciprocity.
 Motives behind Hostage-Taking
4. In urban guerrilla warfare, hostages are taken
with a little regard for law and order.
5. Law enforcement officers are likely to encounter
hostage incidents that involve either criminals or
mentally-disturbed perpetrators.
6. A husband or wife may take a child hostage in
custody battles.
7. A mentally disturbed person may take hostages
in order to right what he believed to be wrong.
 Categories of Hostage- Takers
1. Persons in Crisis - These are people who take
hostages during a period of prolonged, frustration,
despair, and problems.
2. Psychotics -These are mentally ill people who take
hostages during a period of psychiatric disturbance.
3. Common Criminals - These are people who take
hostages for personal, instead of ideological reasons.
4. Prisoners - These are people who take hostages
stemming from their dissatisfaction and discontent
regarding their living conditions in prison.
5. Political Terrorist -These are ideologically-inspired
individuals or groups of people who take hostages
mainly due to their political and ideological beliefs.
 Choices for the Hostage-takers during a
Hostage-taking-Incident
1. Choose martyrdom, kill the hostages, and
commit suicide;
2. Lessen one's demands to a more achievable
proportion and continue negotiations; or
3. Surrender to the police.
 Four Courses of Action
These refer to the courses of action that can be
taken by the Commander during a Hostage-Taking
Incident
1. A mass officers and massive firepower and
assault
2. Use selective sniper fire
3. Use chemical agents
4. Contain in the area and negotiate through a
specially trained negotiator.
 ICER METHOD
This refers to the actions that must be
taken by the Investigating Patrol Officer (First
Responder) upon arrival at a hostage-taking
incidents. ICER stands for Isolate, Contain,
Evaluate, and Report. According to the ICER
method, the Investigating Patrol Officer must
perform the following:
Isolate physical and psychological activities on
the scene and keep onlookers beyond the safety
line.

Contain the hostage-taker's mobility to the

smallest location in the building or exterior area
and deny him the opportunity to observe the
presence of police and their activities. This move
restricts the hostage-taker within the confines of
the inner perimeter and allows time for crisis
stabilization.
Evaluate the situation because the original report may or
may not be what the situation actually is. Gather as much
cursory information as possible. Assess the threats and
estimate the location of the command post as well as the
number and proposed positions of back up officers
needed to establish a temporary inner perimeter.

Report the number and identities of hostage-takers and

hostages, along with their clothing descriptions,
precipitating events, size and locations of dangerous
zones. Afterwards, inform other responding officers of
recommended entry routes, types of weapons involved,
and directions or line of fire.
 General Operation Procedures during a
Hostage-Taking Situation
• Under all circumstances, the use of force is justifiable only
by virtue of the "Doctrine of Self Defense," and Defense
of Stranger as a last resort, and only when all other
peaceful means have been exhausted.
• Whenever force is considered the final option, use only
necessary and reasonable force to subdue the hostage
taker and/or overcome clear and imminent danger.
• Avoid panic firing in an actual shootout with the suspect.
• Ensure that no bystanders are hit. Observe extreme
caution in firing a weapon in a congested area.
• After the shootout, check whether the suspect still poses
danger or has been wounded and maimed.
• Use police sirens and megaphones to influence or
warn offenders to stop their actions and peacefully
give up.
• Use of force shall be tempered by such
considerations as keeping in mind the safety of the
hostages and preventing crossfire casualties or
injuries to third parties.
• Immediate removal of casualties from the scene shall
be undertaken after the necessary sketches, pictures,
and other investigative requirements are
accomplished. It is also important that victims' bodies
be segregated from those of the suspects.
• Strictly respect human rights at all times.
General Operational Procedures and Guidelines
During Hostage Situations
• Ensuring the safety of all participants-victims,
suspects, police officers and bystanders is
paramount.
• There shall be a Crisis Management Team
(CMT) in every locality that is trained and ready
for deployment.
• There must be only one Ground Commander in
the area.
• The incident area shall be cordoned off.
• Negotiations shall be designated and no one shall
be allowed to talk to the suspects without
clearance from the negotiating panel or the
Ground Commander.
• Assaults must be well planned, and the assaulting
team must be alerted for deployment in case
negotiations failed.
• An ambulance with a medical crew and a fire truck
shall be detailed at the incident area, ready for
deployment.
• Proper coordination with all participating elements
is necessary to unify efforts in solving the crisis.
 Tactical Procedures to be followed in a
Hostage-taking Incident
I. Containment of the Hostage Position
1. Stabilize the incident
2. Determine the exact location of the
hostage-taker
3. Physically contain the action to the
smallest area
4. Isolate the scene
5. Evacuate the adjoining areas
6. Block avenues for escape
II. Communication
1. By the use of telephone
2. By written notes
3. By the use of loudspeaker
4. By the use of bullhorn
5. By the use of megaphone
III. Visual and Audio Surveillance
1. Binoculars
2. Telescopes
3. Portable searching lights
4. Night vision devices
5. Television camera
6. Spike or contact microphone
7. Telephone
8. Intercoms
IV. Assault Alternative
1. When the victims are in imminent
danger of injury
2. When the victims are in imminent
danger of death
3. When the hostage-taker has gained
the control of the crime scene or
potential victims.
4. If hostages have already been killed.
 Important Factors to Consider During a
Hostage-taking Incident
1. Intelligence Gathering - This step must focus on
identifying takers capabilities to resist an assault, and
identifying the hostage-taker /s and hostages,
determining the hostage weapon being used.
2. Motive -The concerned authorities must first
determine what type of hostage-taker/s are involved;
identifying the hostage-takers could help identify their
motives, leading to the successful resolution of the
event.
3. Hostage Location - The concerned authorities must
determine the exact location of the hostages and how
they are secured.
4. Setting - The concerned authorities must have detailed
knowledge of the hostage scene's immediate vicinity. A
complete reconnaissance of the hostage area; terrain
leading to the hostages site; obstruction; areas of
concealment; viewing points; possible and/or potential
escape route; location of doors, windows and
entrances; exits and fire escapes must be carried out.
5. Formulation of the Plan - In case assault is determined
as the final option, it must be planned to occur at a
time that permits the assault team members to take
their position without detection and limits the hostage-
takers' ability to resist. This is because when the
element of surprise is used, the hostage-takers have a
reduced capability to react violently, escape, hide, or
harm the hostages.
The Command Post
A. Command Post Considerations
1. Establish the outer and inner perimeters
2. Ensure safe accessible routes to responding personnel
3. Defense against snipers, mobs, onlookers
4. Sufficient parking
5. Adequate staging area
6. Availability of water supplies, restrooms, and telephones
7. Accessibility to helicopters
8. Maintain communication lines
9. Notify administrators
10. Maintain a command post chronological log of vents
11. Only authorized personnel are given access to the area
12. Only the Public Information Officer (PIO) shall deliver press
briefings
B. Command Post Staffing
Under the Ground Commander, the following
personnel must be deployed:
1. Assistant Commander
2. Negotiators
3. Emergency Services Team Tactical Adviser
4. Radio Operator
5. Intelligence Officers
6. Investigators
7. Staff Psychologists
8. Chronographers
9. Communications Specialists
10. Liaison Personnel
11. Police Administrators
HOSTAGE NEGOTIATION AND RECOVERY

A negotiation approach is a systematic

process of starting to work on a task of
negotiating and dealing with hostage-takers, in
which the primary consideration are the
arrangements of terms and conditions between
the authorities and suspects, which are
necessary for the release of the hostages.
 Principles of Hostage Negotiation and
Recovery
• The hostage has no value to the hostage-taker. The former's only
value is a tool for the latter to get what he wants, not from the
hostage but from the authorities.
• The priorities in hostage situations are preservation of life, the
apprehension of the hostage-taker, and the recovery and
protection of properties.
• A hostage situation must not conclude violently, for the interest
of the hostage, the hostage-taker and the authorities. If the final
option is needed then the authorities must always come out the
victor.
• To successfully negotiate, there must be a need for the
negotiator to place himself in the shoes of the hostage taker.
This is because a hostage-taker who is bent on killing himself is a
non-negotiable case.
Guidelines for the Initial Stage of Hostage
Negotiation
1. Assess the situation
The concerned authority must immediately
attempt to know the cause of the crisis and what needs
to be done to diffuse the hostility.
2. Take immediate corrective action
The concerned authority must separate the
combatants and isolate them from each other. If arrest
is warranted, it must be done immediately and the
combatants must be removed.
If medical help is needed, then the concerned
authority must ensure that appropriate help is provided.
3. Listen and observe
In a crisis situation, one of the most effective techniques is
for the concerned authority to make an effort to see exactly what
is happening. Hence, there should be an attempt on the part of
the concerned authority to be totally non-judgmental and devote
one's full attention to what the principal actors in the crisis are
saying or doing.

4. Employ crisis diffusion techniques through the following

• Keeping a low voice and speaking slowly.
• Keeping non-verbal communication open and indicating a
willingness to listen.
• Establishing eye contact with the hostage-takers. This often
indicates sincerity and willingness to listen.
• Touching the hostage-taker/s while talking may establish trust
and help keep the lines of communication open.
• Attempting a compromise.
5. Write the follow-up report
The concerned authority should write a
follow-up. Report as soon as possible when the need
for the following appears: a psychologist, a family
counseling expert and a spiritual guidance
counsellor, among others.
The Crisis Negotiating Team (CNT)
The CNT, also called the Crisis Management Team (CMT),
provides verbal and tactical support to the SWAT Team, and is
responsible for controlling a barricaded suspect or hostage
situation. The CNT must ensure that it meets the following three
key objectives:
1. Safety for all people involved;
2. Safe release or rescue of the hostage; and
3. Apprehension and prosecution of the hostage-taker/s.
Composition of the Crisis Negotiating
Team
1. Primary Negotiator
2. Secondary Negotiator
3. Coach
4. Intelligence Coordinator
 In a hostage situation, the cardinal rule is
that "the Ground Commander does not negotiate,
and the negotiator does not command." Thus, it is
important to note that the Ground Commander
should not serve as a negotiator because of the
following reasons:
• The hostage-taker will develop a sense of
importance.
• The hostage-taker may make impossible demands,
knowing that he is dealing with the Ground
Commander.
• There may arise conflict of roles as both the Ground
Commander and negotiator.
1. The Primary Negotiator

A. Upon arrival on the scene, the Primary

Negotiator shall report to the on scene
commander and do the following:
• Debrief the officers who originated the call.
• Obtain as much information as possible
about the situation prior to making contact
with the barricaded subject.
B. The Primary Negotiator shall be responsible
for the initial contact and ensuing
negotiations and perform the following:
• Attempt to put the perpetrator at ease,
thereby resolving any imminent problem.
• Keep communication lines open.
• Elicit useful information.
• Achieve the safe surrender of the
perpetrator with dignity and, in which his
human rights are observed
C. The Primary Negotiator shall be aware of the
following principles:
• Be conscious of both verbal and non- verbal
language: listen actively, give feedback, be
empathetic and understand the difference
between what is said verbally and what message
is really being given.
• Self-acceptance and value clarification are
important: the Primary Negotiator must
understand his values and those of others. He
should also be aware of those areas that trigger
emotions in himself and others;
• There should be checkpoint summaries or brief
reviews of the main points discussed about the
issues and demands at hand.
D. Important Suggestions for the Primary Negotiator
• Ask the suspect to give up peacefully.
• Allow/encourage the suspect to ventilate.
• Ask general questions.
• Listen to the suspect.
• Be honest, upfront and sincere.
• Develop a trust relationship.
• Avoid a critical tone.
• Avoid approval or disapproval in your statements unless
necessary
• Orient the hostage-taker to problem solving.
• Ignore the hostages-give them minimal attention.
• Stall the time.
2. The Secondary Negotiator
The Secondary Negotiator is responsible for
monitoring the negotiations and giving feedback to the
Primary Negotiator with regards the use of skills,
infliction, tempo, trigger works, interpretation OI the
message given by the perpetrator, and any other useful
information. The Secondary Negotiator has the same
responsibilities as the Primary Negotiator except that he
does not engage in actual conversation unless
introduced by the Primary Negotiator for specific
purposes. The Secondary Negotiator also fulfills the
following tasks:
• He controls access to the Primary
Negotiator; thereby
• He freeing him to carry out and focus on
negotiations
• He shall disseminate any information from
the Primary Negotiator to the Ground
Commander via messenger.
• He is the only person in direct contact with
the Primary Negotiator during an actual
conversation.
3. The Coach
When requested, the coach shall respond to
the command post by reporting to the Ground
Commander. After being appraised of the situation
and all intelligence gathered to that point, the
Coach will, if possible, make a preliminary
evaluation of the emotional state of the
perpetrator. Such information shall then be passed
on to the Ground Commander, after which the
Coach is then assigned as part of the "think tank."
During a hostage situation, the Coach shall also perform the
following tasks:
• He will continue to monitor the on-going negotiations and
offer any information or advice that he deems important
and useful.
• After the situation is resolved, he will make himself
available for any follow-up support that are deemed
necessary by the Ground Commander, such as meeting with
the negotiators, press, family, in-case of emergency
petition, and responding to the hospitals for follow up.
• The Coach performs important functions, such as
psychological assessment, giving advice to the primary
negotiator, providing support to the team, providing
emotional support to the hostages, and conducting
training.
• The Coach must keep track of the "big board" (a chalkboard
or white board where information is written) so that all
 The Intelligence Coordinator
The Intelligence Coordinator (a trained
negotiator) is responsible for assigning persons
to gather information about the perpetrators,
the hostages, and the physical scene. In
addition, all intelligence passes through him/her
for dissemination.
 The Intelligence Coordinator shall use, in
order of preference, the following personnel for
intelligence gathering: the investigative
personnel, trained negotiators, special division
officers, and uniformed personnel.
At the same time, intelligence gathering
should center on the following areas, individual
description, historical background, and activities
on a certain date, compatible information
regarding the victims or hostages, and physical
description, including entrances and exits of
barricaded area.
 Negotiator Checklist Situation Board

A. Arrival Interview with the First Responder

1. What has occurred?
2. Who initiated the call?
3. What is the time of occurrence?
4. Do the police personnel have injuries?
5. Do the suspects have injuries?
6. Do the hostages have injuries?
7. Are there other injured individuals?
8. What kind of contact has been made
with the suspect?
9. When was this contact made?
[Link] the situation locked in?
[Link] is the suspect located?
[Link] are the non-hostages?
[Link] is the floor plan?
[Link] are the telephones and what are
the types of equipment found in the
area?
15. Where are the suspects' observation points?
16. What firearms are used/where are they located
on the site
17. What explosives/chemicals are located on the
site?
18. What are the descriptions/profiles of the
hostage-takers?
19. What are the descriptions/profiles of the
hostages?
20. What is the nature of the surrounding?
21. What are the offenders' affiliation/what is public
support like?
 Immediate Actions of the Negotiator upon
Arrival at the Scene of Incident
1. Containment- The negotiator must contain the situation and area. Other people and
bystanders must be obliged to stay away from the area as they may add more problems
during the negotiation.
2. Establish contact - Immediately after positioning himself at an advantage position, the
negotiator must communicate with the leader. He may introduce himself by saying "My
name is I am a. and I am willing to help. The negotiator must not give away his rank as the
hostage-takers might think you can provide all their demands .The negotiator should also
not give the negotiator the feeling that he has the authority to decide. More importantly,
the negotiator must not bluff.
3. Time Lengthening Efforts - The negotiator must give more time for the police to organize
and coordinate a plan of action.
4. Telephone Negotiation Technique - The negotiator must be the caller. He should also plan
and prepare, be ready with a graceful exit, and discipline himself to listen patiently to the
hostage-takers. Where a demand is impossible to obtain, the negotiator must stall time by
explaining that he needs to talk to other people. The negotiator must hold on to his
concession but ask for the release of sick old people in exchange. When there is no
demand, the hostage-taker may really have no demand at all.
5. Face-to-Face Approach - The negotiator must not snow sign of
anxiety. He must be prepared for proper psychological physical, and
emotional confrontation. Before coming, the negotiator must wear
body armor and possess a weapon asked to come without a weapon,
the negotiator must ensure that the perpetrators too should lay down
arms before he enters. In entering, the negotiator must be protected
with a tactical back-up plan; he should also consider that hostage
takers might have a booby trap in some portions of the area such as
the door or window of the building. In a face-to-face situation, the
negotiator maintains proper distance, observes the hostage-takers'
movements, and elicit a promise or motivate them to surrender.
Finally, in retreating or in getting out of the room, the negotiator
must face the hostage-taker slowly back out the door with good cover
or tactical back-up.
6. Surrender Approach - The negotiator must start with a positive
approach and act as if the hostage-takers will surrender .He must not
talk too much, and instead, gradually ask the hostage-takers to
surrender. Reassurance is the wisest thing to do. The negotiator must
talk details of the surrender process, and then explain to the hostage-
takers why surrendering now is better than later.
Advantages of Telephone Negotiations
While a face-to-face approach is ideal, some situations
prevent the negotiators from using this option.
Fortunately, telephone negotiations negotiator have
the following advantages:
1. It is easier to say no.
2. It is easier to conclude the conversation.
3. The conversations are much quicker and more
efficient.
4. Important items are more easily committed.
5. The caller retains the advantage.
 NEGOTIATION GUIDELINES IN HANDLING
DIFFERENT TYPES OF HOSTAGE-TAKERS
Hostage-taker 1: The Paranoid Schizophrenic
The following are the major characteristics of a schizophrenic
hostage-taker:
• Has delusions of reference or references everything back to
himself
• Expects trickery or harm and questions the loyalty of others
• Hyper vigilance, scans for threats or taking unneeded
precautions
• Thinks that others are spying on him, spreading rumors about
him, betraying him, or planning to harm him
• He may experience hallucinations, especially voice commenting
on his behavior; he may believe that his thinking and/or
behavior is controlled by an external force
• Has delusions of persecution, grandeur (glory), or jealousy
• Angry, argumentative, and occasionally violent, may be
suicidal
• Guarded or secretive, which may result in social
withdrawal, Isolation, and sexual confusion
• Believe that he is an important person who is
misunderstood and unappreciated
• Has hypersensitivity, as indicated by a tendency easily
slighted
• Restricted effect as indicated by a cold, unemotional
appearance, manifest pride in being "objective, absence
rational of unemotional", no sense of humor and an
absence of passive, soft, tender and sentimental feeling
• Has an unrealistic concern about autonomy and sexual
identity
• His demands may be unusual or bizarre
 Negotiation Guidelines
• His need to explain may offer an opportunity to
establish rapport.
• Do not try to argue him out of his delusion.
• Try to ally yourself with his perspective without
sounding insincere.
• Avoid the use of family members, as they may be
enablers who are part of the delusional system.
• Expect his negative attitude toward the mental health
profession.
• Do not stare or get too close.
• A good negotiator may be rejected with time.
 Hostage-taker 2: The
Psychopath/Sociopath
This kind of hostage-taker has the following characteristics:
• Inability to maintain a close, intimate, enduring
interpersonal relations
• Lacks the ability to function as a responsible parent
• Maniacentric, egocentric, callous, irresponsible, impulsive
sexually experimenting, and reckless
• Little or no conscience development; rationalizes and
blames others for his behavior, does not feel guilt or
remorse (i.e.,amoral)
• Fails to accept social norms with respect to lawful behavior
as indicated by repeated thefts, an illegal Occupation,
multiple arrests and felony conviction
 Hostage-taker 2: The
Psychopath/Sociopath
This kind of hostage-taker has the following characteristics:
• Low trait anxiety level (not a "worrier")
• Low tolerance for frustration
• May put a "good front” (extremely cool, high verbal
skills, and manipulative)
• The onset of his behavior usually starts before the age of
15 years
• Excessive alcohol intake or prevalent drug use
• His demands are usually moderate
• Punishment does not alter unacceptable behavior
(tactical solution is best
 Negotiation Guidelines
• Keep his egocentricity in mind.
• Keep him busy.
• He must be convinced that the safe release of
the hostages is to his advantage.
• Negotiation must be reality-oriented.
• A non-police negotiator will be of marginal
value or may only make the situation worse
 Hostage-taker 3: The Inadequate
Personality Hostage-taker
This kind of hostage-taker has the following characteristics:
• Throughout his life, he has demonstrated poor adaptability,
ineffectiveness, poor judgment, and inept responses to social,
emotional, intellectual, and physical stress, to which may be due
to chaotic family relationships, marital problems, sexual
irregularities, fantasies, and lack of social, physical, and emotional
stability
• Most likely a high school dropout
• May have had a succession of jobs, having been fired from each
because of poor performance
• Sees himself as a loser, someone who has always failed-even
crimes may have been poorly planned
• Can be incredibly manipulative
• Taking hostages may be his last attempt to prove to
someone wife, parents or girlfriend) that he can
succeed at doing something; in fact, this type of
disorder can be recognized by statements, such as
"l’ll show them that I really can do something"
• The hostage incident, including the attention from
authority figures and the media, may be the high
point of his life
• In contact with reality, thinks clearly, understands the
consequences of his actions, and can be negotiated
with successfully
• Strong Stockholm Syndrome is possible
• His demands may be initially exorbitant
Negotiation Guidelines
• Provide understanding and uncritical acceptance.
• Help him find a way to end the situation without having
failed again; help him build self-esteem.
• Parents and friends brought to the scene may cause strong
feelings of failure or embarrassment and cause him to prove
more that he can do something important.
• Do not introduce non-police negotiators to observe his
failure.
• Consider the use of a negotiator of the opposite sex.
• Once rapport is established, the negotiator may be more
authoritative.
• However, because of all the attention he is receiving, he
may not want the situation to end.
 Hostage-Taker 4: The Depressed Subject
(Maniac or Bipolar)
This kind of hostage-taker has the following characteristics:
• Unrealistic sadness, hopelessness (Feelings of inadequacy
or worthlessness)
• Suffers from sleep and appetite disturbance
• Decreased effectiveness at school, work, home or play
(decreased attention span, concentration or ability to think
clearly, loss of feeling or pleasure of interest, low energy
level, and loss of interest or enjoyment of sex)
• Irritability or excessive anger
• Brooding about past events; tearfulness or crying
• Psychomotor agitation or retardation
• Depressed appearance; feeling of inadequacy,
worthlessness, and low self-esteem
• Hopelessness and helplessness (recurrent
thoughts of death and suicide; however, not all
depressed persons are suicidal and not all suicidal
persons are depressed
• May be well aware of the reason for his
depression
• Mood-congruent hallucinations and delusions are
possible
• His demand may be summed up by the statement
"Go Away," showing pain, anger, and conflict
 Negotiation Guidelines
• If psychomotor retardation is present, the negotiator may have
to wait longer than the usual for a reply-response time is slow.
• Friends and relatives may provoke or escalate feelings of
worthlessness and guilt.
• Beware of sudden improvements that are unrelated to the
negotiation.
• Keep a time perspective in the "here and now." Hopeless
persons cannot imagine a positive future.
• He will generally have small body space
• He will generally be honest and straightforward with the
negotiator.
• Once rapport has been established, it may be
appropriate to be explicitly directive.
• Beware of the phenomenon called "Suicide By
Cop."
• Use real world versus abstract concepts.
• Attempt to postpone action as opposed to
changing mood.
• Be empathic.
• Be prepared to repeat reassurances again and
again
 Hostage-Taker 5: The Situational Stress
Reactor
This kind of hostage-taker has the following
characteristics:
• No history of mental disorder
• Clearly identified precipitating events that led to the
hostage-taking
• Increased anxiety and/or agitation
• Depressed
• May feel hopeless, helpless, and out of control
• Feels that there is no clear and acceptable option for
him.
 Negotiation Guidelines
• Allow him to ventilate his feelings.
• Then, try to get him to describe events as
objectively& possible.
• Have him go back over the options he has
ruled out.
• Review his descriptions of events and then
and place him in a more objective and rational
perspective.
Hostage-Taker 6: The Professional Criminal

• This is usually the easiest type of hostage-

taker to deal with considering he is a relatively
rational thinker. After assessing the situation
and weighing the odds, in most cases, this
type of hostage taker can easily come to terms
with the police.
 Negotiation Guideline
• Show force but refrain from unnecessary
violence or useless killing.
 Hostage-Taker 7: The Terrorists
This is a more difficult hostage situation,
and terrorists may be viewed as psychopaths
with a cause operating under a leader of the
group. When caught, they rationalize their acts
by citing religious or political ideologies. In
addition, they are resolved to die for the cause.
 Negotiation Guideline
Their causes may deteriorate in the
passage of time. In any case, if they kill one of
the several hostages, the negotiators must
exhaust all means possible to save the remaining
hostages as the hostage-taker will likely kill them
all.
HOSTAGE-TAKERS' NEEDS AND DEMANDS

Hostage Takers' Needs

Instrumental Needs - These are the spoken, often
tangible needs, such as survival, food, water, comfort,
and predictability of circumstances. Instrumental needs
almost always emerge first because that are easy to talk
about with a stranger.
Expressive Needs - These are the unspoken and often
intangible needs, such as power, acceptance, belonging,
affection, and self-worth. Expre8sive needs, if they
emerge at all, will emerge later in the negotiation.
Hostage-Taker's Demands
1. Negotiable Demands
• Food
• Cigarettes
• Drinks
• Alcohol
• Transportation
• Media coverage
• Freedom
Hostage-Taker's Demands
2. Non-Negotiable Demands
• Weapons/Ammunition
• Drugs
• Release of prisoners
• Exchange of hostages
In Handling Demands:
• Avoid asking for demands.
• Avoid offering anything,
• Do not give anything that is not specifically asked for.
• Do not give more than absolutely necessary to fulfill an agreement.
• Never give anything without getting something in return
• Avoid dismissing any demand as trivial.
• Ignore deadlines and do not set deadlines nor the incident
resolution.
• Negotiate first for the sick or injured hostages
• Monitor the types of demands.
• Asses the personality type of the hostage-taker based on the types
of the demands made.
• Delay; impress upon the hostage-taker that even simple demands
are hard to get; that you need to talk with the commander or other
people, etc.
 Effects of Time on the Negotiations
Positive Effect of Time
• The hostage-taker will be weary both
emotionally/psychologically.
• The hostage -taker will have more demand for food and water.
• Anxiety is reduced; hostage-taker will be given a chance to
organize his thoughts in accordance with his true self.
• The hostage-taker's rationality increases.
• The relationship between the hostage-taker and negotiator is
improved.
• The hostage-taker's demands may be reduced.
• Stockholm Syndrome may develop.
Negative Effect of Time
Exhaustion and boredom may have
creeping effects on both hostage-takers and
authorities: hostage-takers may eventually
commit suicide or may forget all the demands
altogether.
 Life and Death Negotiations
• Keep in mind that in one hostage-taker, show of
force may be unnecessary.
• However, show of force 1s necessary if there are
several hostage-takers
• Speak firmly but not ina threatening manner.
• Do not be overfriendly, it may be interpreted as a
weakness.
• The hostage-taker should not be driven to
desperation (the negotiator must give hope,
security, etc.)
Failure of Negotiation (or as the Situation
Permits)
• Final move must be made swiftly without
looking back.
• Any assault must proceed with skill and
professionalism especially when:
• The hostage-taker begins executing hostages
• The hostage-taker throws out the body of the first
casualty.
 Concluding a Hostage Incident
• Remove perpetrators as quickly as possible.
• Secure the scene.
• Brief the media about the incident.
• Collect sufficient evidence.
• Assemble all involved personnel.
• Retrieve all equipment used.
• Identify all damaged properties.
• Identify all other critical data and handle
debriefing
 THE STOCKHOLM SYNDROME
Stockholm Syndrome refers to the bond
that develops between the hostage and the
hostage-takers. The term was first coined in the
early 1970s to describe the puzzling reactions of
four bank employees to their hostage-takers
who held them captive.
 On August 23, 1973, three women and one
man were taken hostage in one of the largest banks
in Stockholm. They were held for six days by two
ex-convicts who threatened their lives. At the same
time, however, these hostage-takers showed
kindness to their hostages. To everyone's surprise,
all of the hostages strongly resisted the
government's efforts to rescue them and were
quite eager to defend their captors. Several months
after the hostages were saved by the police, they
still had warm feelings for the men who had
threatened their lives. In fact, two of the women
eventually got engaged to the captors.
 The Stockholm Syndrome is an
unconscious, automatic, and emotional
response to becoming a victim, which then
establishes a bond between the hostage
and the hostage-takers.
It is a survival mechanism consisting
of
–Denial,
–Regression, and
–Identification with the aggressor.
 Signs That Stockholm Syndrome May Be
Present In A Hostage-Taking Situation
Although each individual's reaction to being taken
hostage is unique, there is a common set of behaviors that
is likely to occur.
• It is present when the hostages may begin to have
NEGATIVE feelings toward the POLICE and even develop
fear of police weapons.
• There is a pervasive belief that the "police" will not let
them go and that the police values money more than
their lives.
• There is a sentiment that the police are supposed to help.
not "make things worse."
• It is present when the hostages begin to have
POSITIVE feelings toward the hostage-taker.
• They have a shared fear of the police and their
weapons.
• They have a shared frustration: they both
want to live
• The hostage-takers may begin to develop
positive feelings toward their hostages.
• There exist shared 1ear and frustration in
being captives together.
Necessary factors for the development of
the Stockholm Syndrome
1. The hostages and hostage-takers must be
captive together, sharing the same fears and
frustrations.
2. Some amount of time must have passed.
3. There must be personal contact between the
hostages and the hostage-takers.
4. Contact must be perceived as positive or
"non-negative" (no physical or verbal abuse).
PNP Procedures in a Hostage Situation
The following steps shall be undertaken in the event of a
hostage situation:
1. Activate a Critical Incident Management Committee
(CIMC);
2. Secure and isolate the incident scene;
3. Ensure the control of communication lines and
simultaneously ensure that all other lines are cut off,
along with electricity and water supply to allow for
maximum bargaining;
4. Bar unauthorized persons from entering and exiting the
incident scene;
5. Record the witnesses' names, addresses, and
other information;
6. Direct the witnesses to a safe location;
7. Evacuate all victims/injured persons
immediately when the opportunity permits;
8. Ensure that the arrest of the perpetrator shall
be the last paramount concern; and
9. Conduct debriefing immediately after the
conclusion of the incident.
 Transferring Command Responsibility
The responsibility of addressing crisis can be
transferred if it grows beyond the capability of the
established Critical Incident Management task group
IMTG), which is tasked to handle the incident, or if
there jurisdictional change (i.c., when the incident
moves location or of responsibility). The transfer
must always include the transfer command briefing,
which may be oral, written or a combination both.
This meeting should be attended by the key
members or IMC/CIMTG (PNP Handbook, 2013).
To achieve smooth transition of command responsibility during a transfer, several
conditions or situations in any crisis level must be considered.
Involved CMC Conditions or Situations

Municipal/City  Local PNP and CMC are in control of the situation

 Appropriate resources are available and capable at Municipal/City level
Provincial Local  Local PNP at the Municipal/City level are unable to resolve the crisis within their capabilities
 Municipal/City CMC recommends elevation of the crisis level
 Situation requires employment of security forces and utilization of resources of the provincial level
organizations and beyond
 Incident affects two or more municipalities within the same province

Regional  Situation requires employment of security forces and utilization of resources of the Regional level
organizations and beyond
 Upon the recommendation of the Provincial Crisis Management Committee(CMC)
 Incident involves foreign nationals, either perpetrators or victims
 Crisis affects peace process, national tourism industry and other major

industries

National  Incident affects two or more region

 The highest terrorist threat level involving mass casualty attacks
 National issues are at stake critical food, water, energy, security, transportation and communication
Structure, and environment are threatened
 Upon recommendation of the Regional CMC
 PNP General Rules on Media Relations
during Crisis
1. According to the Revised PNP Handbook (2013), any be
2. Unit Head/Chief or Ground Commander shall be
responsible for responding to queries raised by the
press. The Ground Commander (GC) should also be the
one decide on the press releases to be given out to the
media. The GC has the option to delegate this task to
the unit PIO or spokesperson.
3. There should be no information about the incident to
be released without clearance from the GC.
4. The GC should designate a media area for pooled
coverage and ensure the safety of all media personnel
covering an incident.
5. Suspects who are arrested for any violation of
the law shall not be presented to the media.
6. Should information be denied/withheld to the
press, the basis for such shall be fully and
courteously explained.
7. A ranking officer at a crime or incident scene can
provide factual information to the media, but
this is subject to the limitation of existing
policies.
8. In cases of inter-agency operations, the
department agency with primary jurisdiction
shall determine the dissemination of proper
media lines.