LESSON 3

Managing Hostage Situations

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Experience has repeatedly demonstrated that the most effective way to resolve a hostage situation is
through the efficient management of conditions and police activities to the situation.

Four Major Activities in Managing Hostage Situations

1. Planning

Planning consists of work to be performed in order to predetermine a course of action. Planning

to manage a hostage situation involves:

a) Forecasting – anticipating conditions, problems and opportunities that may be confronted

during, and after, the incident.
b) Establishing Objectives – determining desired results.
c) Establishing Priorities – creating a sequence of steps to be followed in reaching the
objective.
d) Scheduling – establishing action commitments.
e) Allocating Resources – identifying manpower and equipment required to reach objectives
and to effectively utilize available resources.
f) Establishing Procedures – standardizing ways of performing specified work.
g) Establishing Policy – providing answers to important questions and problems which are
anticipated and which provide for actin that is in the interest of the police.

2. Organizing

Organizing consists of work to be performed in order to arrange and relate work so that it can be
accomplished effectively. Organizing work in managing a hostage situation involves:

a) Structuring Work – Identifying and classifying work that needs to be performed, and seeing
to its proper implementation.
b) Delegating – entrusting responsibility and authority to others and establishing
accountability
c) Developing Relationships – creating conditions necessary for mutually-cooperative effort
and teamwork.

3. Leading

Leading consists of work to be performed in order to stimulate people to take effective action.
Leading work in managing hostage situations involves:

a) Making Decisions – arriving at conclusions and judgements about results.

b) Communicating – creating understanding.
c) Motivating – inspiring, encouraging and impelling people to take required action
d) Selecting People – choosing people with the appropriate skills, attitudes and experience
to perform specific work,
e) Developing People – improve the knowledge, attitude and skills of people.

4. Controlling

Controlling consists of work to be performed in order to assess and regulate work in progress
and which needs to be finished. Controlling work in managing a hostage situation involves:

a) Developing Performance Standards – establishing criteria in order to differentiate between

acceptable and inacceptable performance.
b) Measuring Performance – recording and reporting work.
c) Evaluating Performance – appraising work and results.
d) Correcting Performance – regulating and improving methods and results.

Devising a Basic Plan of Action

After making an assessment of the situation, a basic plan must be devised and implemented. This plan
is preliminary in nature and will altered and adjusted to meet developing circumstances. Specific courses of
actioned designed to accomplished the overall mission will be formulated later.

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Basic Plan for Most Hostage Situations
1. Identify the Physical Objective

The physical objective is the exact location of the event. It may be a structure, a vehicle or a
position with no structure or vehicle involved.

2. Establish an Inner Perimeter

The purpose of an inner perimeter is to control ingress and egress.

3. Establish an Outer Perimeter

The purpose of the outer perimeter is to restrict vehicular and pedestrian traffic that could
conflict with police activity.

4. Organize a Fire and Observation Team

The purpose of the fire and observation team is to provide cover for the arrest and assault team,
and to obtain information useful in devising a plan of action and estimates of the situation by directly
observing the objective.

5. Activate the Negotiating Team

The purpose of the negotiating team is to effectively deal with the suspect to release the hostages
by getting the demands with the suspect to release the hostages by getting the demands of the
hostage-takers and to represent the authorities in negotiations and to convey the policy or stand of
the government in coping with the current crisis.

6. Deploy Arrest and Assault Teams

Arrest and assault teams such as the Special Weapons and Tactics (SWAT) Teams are assigned
the task of taking the perpetrators into custody.

7. Maintain Reserves

In barricade or hostage situations which may take some time, reserves should be standing by to
relieve duty teams or officers. A good formula to follow is that for every three officers deployed, one
should be on reserve.

Analysis of the Situation

After the basic plan has been implemented, the situation leader must make a detailed analysis of the
situation that should include the following

1. Mission

The task to be performed must be carefully examined and clearly understood

a) It is the basis for all the actions that are to be undertaken.

b) It must be formulated in clear, concise, and simple terms.

2. Suspect and Hostages

Information concerning the perpetrators and hostages comes from many sources. The most
reliable information obtained by traditional methods life direct observation and interviewing of
witnesses, victims and others who have knowledge of the situation.

Information needed is:

1. Where is it happening?
2. What is taking place?
3. Who is the perpetrator?
4. Why is it happening?
5. When did it start?
6. What are the possible motives, etc?

3. Terrain

Terrain includes both the natural layout of the land and any man-made structures such as
buildings, fences, roads, etc.

a) Significance of the Terrain – it must be studied from both the police’s and perpetrator’s
point of view.

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 b) Critical Terrain – any location or area, the control of which gives a marked advantage to
the holder is a critical terrain. This advantage is generally in terms of good observation
and fields of fire.

c) Observation of Fields of Fire – these are conditions that assist in gaining information and
accurate firing.
1. Observation – allows the police to see the perpetrator’s position and vice versa.
2. Fields of Fire – fields of fire are obstruction-free zones essential to the effective use
of weapons

d) Cover and Concealment – provide obstruction to gunfire and observation.

1. Cover – protection from weapons fire.
2. Concealment – hiding or disguising of a person or position from observation.

e) Obstacles – these are the natural or man-made terrain features that stop, delay or restrict
movement toward, or away, from the target. Obstacles in the path of direction or
movement can be considered unfavorable. Those parallel to the direction of movement
are considered to be favorable.

f) Avenues of Entry and Exit – these are areas that permit a route toward or away from the
target. Avenues should provide ease of movement, cover and concealment, favorable to
observation and fields of fire while providing adequate maneuvering room

4. Resources

The police executive must consider his strengths while assessing the strengths of his opponents.
He must know what resources are available and those that are needed to deal with the situation
effectively. No action should be taken until adequate support is available.

5. Complete Plan of Action

After an analysis of the situation is completed, the police executive reviews the basic plan and
then completes a plan of action. The leader should prepare notes to be used when issuing orders.

6. Preparation of a Checklist

The preparation of a checklist can be helpful in guiding intelligence officers in preparing the
proper analysis.