1 Copyright © 2010, Elsevier Inc. All rights Reserved. Chapter 2 Crisis Management: Crisis Response Team Crisis Negotiations 4 th Edition

2 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Definition of Team “a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable” (Katzenbach & Smith, 1993) Small Group: 10 to 12 people Complimentary Skills: Members are selected specifically for their contribution to the purpose and goals of the team Commitment to a Common Purpose & Goals: Provides direction

3 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Crisis Management Team: The Importance of Establishing Control 1. Impulsive uncontrolled acts only inflame the situation. 2. Lack of a primary decision maker can lead to distorted communications. 3. Insufficient control can devalue the importance of saving lives as well as misuse of efficient and effective resources.

4 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Crisis Response Team Should be made up of the key personnel necessary to respond to a negotiation incident. It may vary in makeup and number depending on the nature of the incident. Basic Functions 1. Actor must be detained and tactical options developed 2. Communications need to be established with the actor 3. Information needs to be gathered 4. Situation needs to be free of bystanders 5. The media needs to be taken into consideration 6. Overall control of the situation must be maintained 7. Victims services should be included in the planning for crises incidents

5 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Communication Significant Factors of Communication Timely and accurate communication is essential Free flowing line of communication is imperative Responsibility of communication must be designated The process of communication must be taken on ALL Note:The Principal of Redundancy & The Principle of Clarity

6 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Establishing the Negotiation Area Things to Consider Negotiators’ need for: Safety & Security Freedom from Distractions & Criticism Control of their Environment Location of setup: Between the outer and inner perimeter Out of the line of fire Separate from, but close to command center

7 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Negotiations Team Guidelines for Developing a Team 1. Limit the size of the team 2. Select people for their skills 3. Be certain all members understand and are committed to the overall goals 4. Hold each other accountable Building an EFFECTIVE Team 1. Establish urgency & direction 2. Select people for their skills 3. Make the 1 st team meeting the best 4. Set clear rules for behavior 5. Set and pursue a few immediately productive tasks 6. Challenge the group regularly 7. Spend lots of time together 8. Use the power of positive reinforcement

8 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Negotiating Team: Roles Negotiator Supervisor - responsible for the overall functioning of the negotiating team Primary Negotiator - direct communication link to the hostage taker Secondary Negotiator /Coach - pipeline between the negotiation team and the primary Intelligence Officer - responsible for gathering intelligence from various Mental Health Consultant - responsible for assessing the mental anguish of both the negotiators and actors Recorder - maintains a log of negotiations Equipment Officer - maintains equipment on a routine basis

9 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Negotiating Team: Overall Goals 1. Gather intelligence: - about the incidence - about the hostage taker - about the hostages 2. Develop tactics - to defuse the incident - to influence the hostage taker - to reduce the risk of loss of life 3. Establish communications w/hostage taker 4. Record relevant intelligence information 5. Keep a record - of negotiations - demands - promises 6. Maintain equipment 7. Contain and communicate w/incident commander and tactical team

10 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Negotiation Team: Selection Model FIRST: Negotiators MUST be volunteers SECOND: Structured interview w/team leaderTHIRD: Team interviewFOURTH: Practice runFIFTH: Physical & Mental Assessments

11 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Negotiating Team Things to Consider Teamwork is ESSENTIAL in negotiations Skills must be developed systematically All roles must be known by each member of the team Training is the best method for developing teamwork Team members should be selected based on the needs of the team and their ability to contribute to that team

12 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Training Negotiators Things to Consider Training should be spread out evenly annually (40 hrs) Consider individual differences in ability All trainings should be realistic All trainings should be specific Joint exercises should be conducted with tactical and full response elements

13 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Types of Training External Training Costs - Expensive - Loss of manpower - Separation of team Benefits - Develop contacts and working relationships - Ability to witness how other departments work - Provides reinforcement

14 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Types of Training Internal Training Role Playing - a replication of the types of situation the officers will encounter Face to face Voice to voice Using equipment Fishbowl Exercise - builds communication and active listening skills through the use of back to back role playing while being evaluated by team members Roundtable Exercise - builds communication and active listening skill s by developing a repertoire of responses to possible statements made by hostage takers

15 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Types of Training Internal Training Case Study - detailed presentations of a specific event which helps in making specific points, learning to critically evaluate actions, and reversing unfavorable trends Guest Instructor - a training day conducted by a subject-matter expert Equipment Day - a training day dedicated to the use, repair, and storing of equipment

16 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Necessary Equipment Uniforms Basic Office Supplies Concealable Weapons w/Holster Dry Erase Board Tape Recorder Bullhorn Desk Telephone & Cell Phones Police Radio Basic Toolbox Binoculars Physician’s Desk Reference & Guide to Psychoactive Drugs Laptop with Internet Capability

17 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Situation Boards A method of displaying intelligence, reported demands, and the actors involved. Recommended Topic Areas - subjects - site - hostages - third-party intermediaries - weapons- surrender plan - medical history - escape plan - demands - things to know - deadlines- things to avoid - positive police actions - delivery plan

18 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Optional Equipment Throw Telephones Negotiation Vehicles Remote-Control Bullhorn Video Recorder Closed-Loop Intercom Ice Chest w/Drinks & Non-Perishable Snacks * Optional equipment is solely constrained by a department’s budget

19 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Obtaining Equipment Procuring Equipment Creatively Asset Seizure Accounts City Surplus Warehouses “100” Clubs In-House Donations & Assembly Military Surplus Sales Military Loaners

20 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Incident Commander Usually, the highest ranking officer at the scene of the hostage incident, he/she is responsible for strategic management of the incident. Concepts for Decision-Makers in an Incident 1. Recognize the difference between a hostage & non-hostage incident 2. Know the dynamics of a hostage & a non-hostage incident 3. Know the strategies that apply to a hostage & a non-hostage incident 4. Know the decision-making criteria 5. Understand the necessity of a team in crises 6. Emphasize the importance of a unified strategy in crises 7. Recognize indicators of progress 8. Recognize risk factors 9. Understand the tactical role of negotiations 10. Delineate in each situation what constitutes success

21 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Responsibilities of an Incident Commander 1. Establish a safe and secure command post 2. Establish communication and brief Chief of Police 3. Ensuring and establishing inner and outer perimeter 4. Establishing a radio channel as an emergency channel 5. Ensuring evacuation of citizens within the inner perimeter 6. Ensuring that only necessary manpower is on the scene 7. Making decisions and ensuring control and coordination of tactical and negotiations team 8. Designate a press representative 9. Periodically checking on the welfare of his/her officers

22 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Tactical Team Functions During a Hostage Incident Containment Assuring the possibility of use of force Maintaining secure inner and outer perimeters Assist in providing equipment in high-risk situations Provides intelligence and surveillance Ensures the safety of hostages upon release Assists officers on the scene of the incident w/basic functions

23 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Tactical Team Linear v. Parallel Approach Given the historical context of utilizing a linear approach, current incidences have emphasized the importance of collaboration during a hostage incident. Selection of Tactical Team Members Critical to later proficiency and relies on thorough training prior to work in the field

24 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Tactical Team Intelligence Needs Without relevant, timely, accurate, and complete intelligence, tactical teams operate in the dark as a result, lives are lost. Situation Security Assures the security of the situation by delegation and physical presence. Assault Operations A six man operation to physically confront and gain control of the hostage taker. This is a last result in a hostage incident. Sniper operations Two man units, one of which is responsible for delivering a fatal shot in a moments notice and the other who is responsible for collecting and disseminating information to multiple outlets throughout the entire operation

25 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Outside Agency Support Police & Federal Agencies Traffic Patrol Investigations Public Relations Officers K-9 EOD ATF Military Installations EMS Fire Department Other Agencies & Personnel Telephone Company Utility Providers Building Engineers Locksmiths Foreign Language Consultants Disability Experts Medical Doctors Red Cross Victims Services Personnel Counselors

26 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. The Ten Most Common Mistakes Negotiator Skills and Techniques 1. Reluctance to Critically Analyze Situations 2. Ineffective or Incorrect Assessment of Hostage Taker 3. Ignoring or Mistreating Hostages Negotiations Team Management 4. Failure to Recognize or Practice a Dualistic Approach to Negotiation 5. Inadequate Criteria and Selection System for Negotiators 6. Not knowing or Monitoring Philosophies of Tactical or Incident Command 7. Insufficient Focus on or Use of Secondary Negotiator Critical Incident Management 8. Unwillingness to Maintain or Pursue Highest Level of Knowledge 9. Failure to Follow Standard Practices 10. Ignoring or Violating the Critical Incident Response Triad

27 Chapter 2 Copyright © 2010, Elsevier Inc. All rights Reserved. Your organization has decided to create a crisis negotiation team. You are in charge of selecting the members from your organization that will be assigned to the negotiating team. Create a memorandum or flyer to advertise for the open positions. Be sure to list the various negotiator team positions that will need filled. Explain what those positions are and what duties they entail. Also identify the qualifications necessary to be considered for the team. What kind of person do you think would make a good negotiator? Describe for the applicants why these qualifications are important. Outside sources, other than the text book can be used. Recommended team positions may vary with different sources and different names may be given for the team positions other than those in the text book. Submit your writing assignment to the dropbox by the end of Unit 2 in the basket titled Unit 2: Assignment. Week 2 Assignment