hostage lecture

7/29/2019 Hostage Lecture

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Crisis Negotiations


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WARNING!!


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Philosophy of Crisis Negotiations

The philosophy of Crisis Negotiations is thepreservation of human life and a peacefulresolution to special threat situations,

primarily through the use of negotiations.


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Why do we negotiate?

Preserve life

Apprehend suspects

Preserve and/or protect propertyAvoid negligence or malpractice


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The Negotiation Process

Contain and demand surrender

Contain, Isolate, Evaluate and Negotiate(for as long as life is worth)


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History of Crisis Negotiations

1972 Terrorist attack on the Olympicgames in Munich, Germany. Thirteen

Arabs invade the Israeli Olympic

compound and demand release of 200Arab prisoners from Israeli prisons andtransportation to Egypt. 10 Arabs, 11

Israelis and 1 police officer died.


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In 1972, Dr. Harvey Schlossberg develops thefirst hostage negotiations team for the New YorkPolice Department. He stressed:

The importance of containing and negotiating with thehostage taker in a hostage incident.

The importance of understanding the hostage takers

motivation and personality in a hostage situation.

The importance of slowing an incident down so timecan work for the negotiator.


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Svergis Kredit Bank, Stockholm

In 1973, four Swedish gunmen entered into a131-hour hostage incident at Svergis Kredit

Bank. They demanded the release of theirfriends from jail, money and air transportation.During the siege, the hostages developpositive feelings for the hostage takers andnegative feelings for the police. Thisphenomena becomes know as theStockholm Syndrome.


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Downs vs. United States Incident occurred on 10-04-71

A plane was hijacked in Jacksonville, FL

2 hostage takers demanded fuel, the engine berestarted and for officers to clear away

FBI SAIC refused demands for fuel

Co-pilot and 1 hostage taker came out to negotiatebut was arrested

SAIC neutralized engines Remaining hostage taker killed all hostages and

himself


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Downs vs. United States

Courts initially found that the FBI was right in theiractions but the ruling was overturned by an appeal

court The appeal court stated that the FBI was trained in

negotiations and therefore failed to protect thehostages since the hostage-takers were showingpositive signs of negotiations

This court case set the legal precedence for the useof hostage negotiations in the United States


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Ruby Ridge: The use of Third PartyIntermediaries (TPI)

In 1992 the FBIs HRT negotiates for ten days

with suspected terrorist and anti-governmentradical Randall Weaver. Only after the FBIuses outside individuals who were known toWeaver did negotiations come to a peacefulresolution without further injury or death.


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Branch Dividians Waco, TX

After the tragic outcome, negotiations isgeared from the linear approach to aparallel

approach in which both the tactical teams andnegotiations work concurrently as part of acoordinated approach to resolution of theproblem.


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Today in Crisis Negotiations

Today, negotiators are used in a widerange of situations not limited to:

Hostage situations

Terrorist threats

Barricaded suspects

Suicidal suspects

Domestic disputes

Kidnappings


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Terminology

Hostage

A person held as security for the fulfillment ofcertain demands

H


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Terminology

Hostage Taker

A person who has taken hostage(s) or is anarmed barricaded subject, and is threatening

to commit violence against his victim orhimself

HT


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Terminology

Negotiate

To arrange or settle by conferring ordiscussing


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Crisis Negotiations

A team sport


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The Crisis Negotiation Team

Primary Negotiator

Person responsible for talking directly to the hostagetaker or barricaded subject

Develops verbal tactics Monitors and assess the subjects level of emotional

arousal

Is the direct link to the outside world for the subject

Strives to slow everything down Introduces the Secondary Negotiator to the subject


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Secondary Negotiator

Provides direct support to the PrimaryNegotiator

Makes sure that all information flows fromintelligence sources to negotiator

Closely monitors negotiators tactics and

subjects response Is first line relief for the Primary Negotiator


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Coach

Provides direct support to the SecondaryNegotiator via intelligence bulletins, notes or

direct communications Monitors both the Primary and Secondary

Negotiators for tactics and responses from the

subject Helps direct the flow of negotiations


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Intelligence Coordinator

Responsible for gathering intelligence on allsubjects involved in the incident

Coordinates with intelligence sources such asdetectives, street officers and witnesses toobtain information

Heads interview team (if hostages arereleased)

Maintains status boards of information


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Team Leader

Responsible for overall coordination anddirection of the negotiation team

Is direct link to SWAT leader and IncidentCommander


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Additional Team Members

Think tank

Intelligence gathers

Technical support

Liaison to telephone company, utilities andother support services

Relief of other negotiator positions


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Mental Health Consultant

Helps evaluate personality of the subject

Recommends negotiation techniques

Monitors team stress

Consults with command


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Classification of

CircumstancesHOSTAGE vs. NON-HOSTAGE


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Classifications of CircumstanceHostage Situation

Person held against their will by third partyfor demands

If demands are not met, there is the threatof harm

Hostages are used by hostage taker asleverage

Hostages are usually not known by thehostage taker


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Classifications of CircumstanceHostage Situation

Hostage situations are usually:

Goal oriented

Instrumental demands

Usually involves instrumental behavior

Motivation is that demands be met

Does not want to harm hostages (knows that

keeping them alive will prevent tactical action)


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Classifications of CircumstanceNon-hostage Situation

Hostages held for certain reasons

No certain demands or expressivedemands

Hostage is a victim (homicide-to-be) Hostage selected because of relationship

with suspect (He has what he wants.

Victim is not up for trade and may alreadybe injured and are in more danger thanhostages in a hostage situation.)


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Classifications of CircumstanceNon-hostage Situation

Non-hostage situations are usually: Senseless, emotional or self-destructive behavior

Has no goal in mind

Lacks substantive demands (wants nothing from thepolice)

Unrealistic demands

No demand for escape

No rational thinking

Hostage is main focus (victim)

Angry, emotional, frustrated or in a rage

Homicide-suicide potential


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Dynamics of the Incident

Hostage situations Generally support police containment and intimidation

of force Extensive bargaining and buying time lower the

suspects expectations Non-Hostage situations

Frequently made worse by a confrontational policepresence that threatens and aggravates the suspect

This approach compels a guarded response inhibiting

the building of trust and rapport Requires the use of non-threatening active listening

skills to yield best results.


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Incident Stages

Pre-crisis stage

Events that lead up to the crisis

Crisis stage

Hostage taker regains control by force

Negotiation stage

Resolution


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Human response to crisis

Emotions

RationalCrisis Stage

Emotions are high

Rationale is low


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Gaining Control of the Situation

A person in crisis has chosen that time toregain control

The application of pressure from thecountering party (LEO) is part of thenegotiation process


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Gaining Control of the Situation

Authorities are usually in control, however,if the suspect is in a rage and policeconfront him with the intent to gain control

by force they will find themselves in acrisis.


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Strategy to Gain Control

Work towards decreasing theconfrontation and lowering tensions

Focus on the process not the outcome

Let the subject be heard and understood

Listening is the most powerful tool innegotiations

SHOW EMPATHY NOT SYMPATHY


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Demands

and the effects of time.


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Demands may be either

Instrumental: escape, money, vehicles,food, drink

Expressive: shouting, demanding attentionor love, expressing power


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Demands

Dont ask for demands

Acknowledge the suspects requests butattempt to soften or reframe them

Demand:

A car and $50,000 in thirty minutes!

Response:

Okay, I understand you would like some moneyand transportation, Ill pass that along to my

people.


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Demands

Avoid saying no. This does not mean

saying yes

Attempt to lower his expectations. Ill pass

that along, but I think its going to be a

problem.

Use the excuse of CHAOS and CRISIS for

delays

Negotiate for sick/injured hostages first


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Demands

Never dismiss a demand as trivial

If he brings it up then its important to him

If its important to him its important to YOU!


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Deadlines

Never set a deadline for yourself or for theresolution of the incident

Dont tell the suspect something will be

done in a specific amount of time.


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Deadlines

Movie clip from The Negotiator


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Whats Negotiable?

Negotiable

Food

Cigarettes

Money Media coverage

Transportation

Alcohol**

Non-negotiable

Weapons orammunition

Drugs Release of prisoners

Exchange of hostages


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Why is time important?

First and foremost, it increasesBASIC HUMAN NEEDS


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Effects of time for the suspect

Physical: food, water and rest

Safety: protection from danger or elements

Social: acceptance or friendship Self-actualization: coming back to rational

thinking


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Effects of time for the Negotiator

Intelligence gathering

Better decision making

Tactical placement

Command organization

Allows for the Stockholm Syndrome to

take effect


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Negative Effects of Time

Exhaustion

Boredom

Creeping-up effect

Injuries

Pressure for aresolution

Expense

Manpower

Drugs/alcohol

Inconvenience to city

Media


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The Stockholm Syndrome

It is not a matter of constant coping. It isan unconscious, automatic and emotionalresponse to the trauma of being a victim.

Positive feelings from hostages towardhostage taker

Positive feelings from the hostage taker

towards hostages Negative feelings from the hostages towards

authority

D l t f St kh l


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Development of StockholmSyndrome

Most influential is the simple passage oftime

The proximity of the hostage taker and the

hostages

How positive the contact between thehostage taker and hostages have been

W t I fl th d l t


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Ways to Influence the developmentof the Stockholm Syndrome

Use hostages name NEVER refer tothem as hostages

Have the suspect check for injured or ill

hostages

When referring to needs, include everyone

Use of bulk food

Rely on the passage of time


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The Stockholm Syndrome

The Crying Game movie clip


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Communication and

Active Listening SkillsMaking first contact


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The opening line

Every situation is unique. There is no setopening line.

Hello, my name is (no rank/title). Im withthe Jaro Police Station.

My name is __________ with the policedepartment. Is there anyone in there thatneeds help?


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The opening line

After the opening line, ask the subject toconsider coming out.

This question has to be accompanied by a

sincere and genuine assurance that he willnot be harmed and will be treated withrespect.

Dont press the issue if you meet resistance.


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Communication

Listen carefully for clues regarding theemotional state of the subject

Expect extreme responses from the

subject ranging from verbal abuse tosilence.


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The approach

Lower emotions by providing a non-threateningenvironment. Lower your voice and speakslowly.

Try to see the problem through the eyes of thesubject. People want to be understood.

Understanding does not mean agreeing with hisactions.

Let the subject know you are trying tounderstand his story and his feelings.

Emotional Labeling and


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Emotional Labeling andOpen-ended Questions

It sounds like youve had a tough deal.

How did it all happen?

Why do you feel that you have to kill

yourself?

Emotional Labeling

Suspect: Get the hell out of here or Im

gonna kill this bitch!

Response: You sound really angry.


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Fundamentals of Communications

Person 1

Transmit

Person 2

Receive


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Person 1

Transmit

Receive

Person 2

ReceiveAcknowledge

TransmitFeedback



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Fundamentals of CommunicationsActive Listening

Person 1

Transmit

Receive

Person 2

ReceiveAcknowledge

TransmitFeedbackSneaking

Venting

Active Listening and Minimal


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Active Listening and MinimalEncouragers

Active listening is providing feedbackduring conversation

Minimal Encourages

Um-huh I hear you

Tell me more

Go on

OK* Be aware of when you are using Ok.


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Other useful words and phrases

Could you tell me about it First I would like to get to know you a little

better

Could you share that experience with me I would like to hear your side

Tell me about it

I guess that is pretty important to you Is that so


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Stalling for time

Its more important to be a good listener

than a good talker.

Listening will provide you with valuable

intelligence.

Listening is the cheapest yet mosteffective concession you can make.


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Stalling for time

Dont be afraid to say you dont know theanswer to a question he asks.

Encourage the discussion of everyday

matters This keeps the suspect talking

It allows time to pass

Helps build rapport

Takes the focus of the crisis off the mind ofthe suspect


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TIME OUT

Dont be afraid to ask for a time out

When you do, always ask the subject to

promise you that he will not hurt himself oranyone else!


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Telephone Techniques

Think about or role play what you want tosay

Plan for content of contact

This about how the suspect will respond

Make a check list of ideas or objectives

Have intelligence at hand Demonstrate empathy


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Negotiation Techniques

Establish a we-they relationship with thesuspect.

The we is the suspect and the negotiator

The they is the authorities and everyone

else.


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Strive for honesty. Avoid tricks.

Assume nothing! If you are not sure whathe means by something, ask him.

Im not sure I understand what you mean.

Could you explain it to me?

Use good judgment. Dont ask for aclarification on a vague threat.


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When you are speaking, take your time.

Speak slowly and calmly.

Your tone indicates your attitude. Itspeaks louder than your words.

How you say something is as important aswhat you say. Project genuineness andsincerity.


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Ask the suspect if he is alright

Ask if anyone is injured or ill

If you know the names of the victims, usethem. This will personalize them.(Stockholm Syndrome)


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Potential problem words or phrases

Hostage Hostage taker

Surrender

Give up

SWAT Team Jail or prison

Dead

Kill

Shoot Crime

Offense

Hospital / institution Profanity

End it

Give it your best shot

You really dont wannakill yourself

I know how you feel

Ill shoot straight with

you


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The Surrender

Surrender is always a possibility. Plan forit.

The subject may want to surrender, but

not know how to go about doing it.

Th S d


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The Surrender

Help the suspect to visualize a safe andorderly exit

Paint a verbal picture

Always refer to when you come out

Reassure the suspect that he will not beharmed

Tell him to do exactly what the officersinstruct him to do

Th S d


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The Surrender

REMEMBER The subject needs to be allowed to save face

and maintain some level of dignity.

You never know. You might have to deal with himagain.


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QUESTIONS?

S i #1


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Scenario #1

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