Hostage Lecture
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Transcript of 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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History of Crisis Negotiations
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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History of Crisis Negotiations
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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History of Crisis Negotiations
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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History of Crisis Negotiations
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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History of Crisis Negotiations
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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History of Crisis Negotiations
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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The Crisis Negotiation Team
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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The Crisis Negotiation Team
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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The Crisis Negotiation Team
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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The Crisis Negotiation Team
Team Leader
Responsible for overall coordination anddirection of the negotiation team
Is direct link to SWAT leader and IncidentCommander
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The Crisis Negotiation Team
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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The Crisis Negotiation Team
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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Fundamentals of Communications
Person 1
Transmit
Receive
Person 2
ReceiveAcknowledge
TransmitFeedback
Fundamentals of Communications
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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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Negotiation Techniques
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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Negotiation Techniques
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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Negotiation Techniques
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