HUMAN BEHAVIOR

Human behavior is the potential and expressed capacity (mentally, physically, and socially)
of human individuals or groups s9ito respond to internal and external stimuli throughout their life.

TYPES OF HUMAN/ CRIMINAL BEHAVIOR

Forms of crime

Crime can involve violence, sex or drugs but also discrimination, road rage, undeclared work and burglary.
Crime is any behavior and any act, activity or event that is punishable by law.

Examples of crime:

Cybercrime

Anyone using the internet can be a victim of cyber crime. Examples include identity theft and child
pornography. One way the government is combating this crime is through the Cyber Crime Reporting
Website.

Youth crime

To increase public safety, the government is combating youth crime and antisocial behaviour by young
people through swift intervention, rapid sentencing and appropriate aftercare.

Human smuggling and human trafficking

The government has taken a number of measures to combat human trafficking, including a higher
maximum prison sentence for perpetrators.

Illegal possession of firearms

Substantial fines and prison sentences may be imposed for the illegal possession of firearms and illegal
trade in firearms. Possession and sale of stilettos, flick knives and butterfly knives are also prohibited.

Cannabis cultivation

Cannabis cultivation is prohibited in the Netherlands. Cannabis growers often have ties with organised
crime. Cultivation is a source of nuisance and a risk to neighbours. There is a risk, for example, of fire and
antisocial behavior by criminals visiting the premises.

The government will take action against people who supply equipment to grow cannabis. An Act
prohibiting organised cannabis cultivation is being drafted. It will increase the powers of the police and the
Public Prosecution Service to nip cannabis cultivation in the bud.

Fraud

Fraud includes benefit fraud, tax fraud and money laundering from criminal activities. The government
will fight fraud by:

• confiscating laundered money and criminal assets: every year, the authorities seize tens of millions
of euros and luxury goods such as boats and cars from criminals;

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 • creating more capacity for financial investigations by the Fiscal Information and Investigation
Service-Economic Investigation Service (FIOD-ECD);
• paying more attention to financial investigations in basic police training.

Real estate

Organized criminals often buy expensive properties with the proceeds of crime. Through its national real
estate steering group, the government can use property as a basis for uncovering and dismantling criminal
practices. The government is studying ways to identify and combat property crime more effectively.

Benefit fraud

Personal circumstances determine the level of certain benefits. Recipients must therefore report changes in
their circumstances and family income so that they do not receive benefits they are not entitled to. By
carrying out more inspections (e.g. home visits), the government will reduce the number of undue benefit
payments.

Evasion of social insurance payments

Employers must withhold social insurance contributions from their employees’ salaries and remit them to
the authorities. But they do not always do so, especially if the employees are illegal. The employees are
then not insured against unemployment or accidents at work. To prevent the social insurance system being
exploited, the government will act firmly against businesses that do not remit social insurance
contributions. They must pay the contributions and will be fined.

Illegal workers

Non-Dutch nationals who work without a permit (illegal workers) are cheaper than Dutch workers. The
employment of illegal workers in preference to Dutch workers distorts competition.

Illegal workers are usually subject to low pay and poor working conditions. Furthermore, employers do
not respect collective labour agreements and do not pay tax and social insurance contributions. Medical
expenses are therefore not reimbursed following an accident at work. The Labor Inspectorate regularly
checks whether employers have valid work permits for all foreign employees who are not free to work in
the Netherlands. Companies with illegal workers risk a fine of €8,000 per worker and private individuals
a fine of €4,000 per worker.

Undeclared workers

About 75% of the 1.2 million households in the Netherlands that have a cleaner do not declare payments
for domestic help. Neither employer nor employee pays tax or social insurance contributions on pay. Many
undeclared workers also work in the building industry (builders, handymen), horticulture, bars, restaurants
and childminding (babysitters). If the Labour Inspectorate suspects that workers are undeclared it alerts the
Social Security Information and Investigation Service (SIOD). The undeclared worker and the employer
must then pay the taxes and social insurance contributions due. They also risk a fine.

Crime at travellers' sites

Municipalities, the police and the Tax and Customs Administration take joint action against crime at
travellers’ sites. If they raid a site, they check for benefit fraud, tax evasion and crime (such as large-scale
cannabis cultivation and illegal car breaking). On the other hand, the government wants the police to have
a better understanding of the culture of the Roma and Sinti who often live on such sites.

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Theft

The government will combat theft through:

• the Safe Homes Warranty

• preventing robberies
• the Safe Business Warranty

DETERMINANTS OF BEHAVIOR: HEREDITY AND ENVIRONMENT

In some situations, genes play a larger role in determining your behavior; in other
situations, environment plays a larger role in influencing your behavior. If you had a whole different set
of experiences over your lifetime your genes may be expressed in different ways, and you may behave
differently than you do now.
How does heredity affect human behavior?
Adoption and twin studies show that both nature and nurture are factors in human development.
The environment in which a person is raised can trigger expressions of behavior for which that person
is genetically predisposed; genetically identical people raised in different environments may exhibit
different behavior.
How can the environment affect behavioral traits?
The environment can influence mood. For example, the results of several research studies reveal that
rooms with bright light, both natural and artificial, can improve health outcomes such as depression,
agitation, and sleep.

6 traits that lead to criminal behavior

Criminal behavior is often a difficult topic to discuss, as there are many different variables that
must be taken into account in order to truly define and obtain a thorough understanding of the concept.
What is criminal behavior? “A criminal act occurs when there is a motive, a means, and an opportunity.
Criminal behaviors that lead offenders to recidivate are often called “risk factors” or “criminogenic needs”
(National Institution of Corrections & Services). One of the ways to attempt to understand criminal
behavior is to gain comprehension and knowledge of criminogenic needs. These needs are traits associated
with criminal thinking and behavior. It has also been dynamically defined as “crime producing factors that
are strongly associated with risk” (Latessa & Lowenkamp, 2005). There are several factors related to
increasing risk and criminality related to individuals exhibiting criminogenic traits; however, there is an
identified beginning to criminal behavior, and it starts with biology and genetics.

Biological risk factors can be defined as “anything that impinges on the child from conception to birth”
(Kaiser & Rasminsky, 2010). Many people would be surprised to hear that criminal behavior can be broken
down and identified as early as conception. However, if we consider the fact that parents genetically pass
on their prior behavior, we can try to begin to understand that parents who may have possessed
criminogenic needs, could potentially pass on those traits that lead to criminal behavior. “Genes even help
shape the environment. Genes influence how parents bring up their children; genes affect the responses
that children evoke from their families and the others around them; and, as children grow older, genes sway
their choice of companions and surroundings” (Kaiser & Rasminsky, 2010). Genes can define an
individual’s ability to control temperament, impulsivity, low self-esteem, and a lack of empathy.

One of the easiest topics to discuss as it relates to how biological factors can contribute to criminal behavior
would be substance abuse. “When the faces of sisters and brothers in a family resemble those of their
parents, physical inheritance has clearly played a role in the clustering of physical characteristics within
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the family” (Miller & Carroll, 2006). If physical characteristics are passed on from generation to
generation, it is certainly possible for psychological characteristics to be passed on as well. Some of those
psychological characteristics include genes that are directly associated with substance abuse, which can
often lead to increased negative criminal behavior.

Once an individual cross over into the justice system, it is our responsibility as a society to make every
attempt possible to rehabilitate. I am not so naïve to think that we can change everyone; however, I do
believe we can change those that may simply be tired of the system, or are ambivalent about whether they
want to change. Believe it or not, there are plenty of people that want to change, but they simply don’t
know how. The best practice for achieving potential success is by using a combination of resources that
are now being implemented by many agencies across the nation. The first involves assessing an
individuals’ risk of recidivism by using a validated assessment tool. This calculates the likelihood an
individual will commit additional crime based on various factors such as prior criminal history, marital
status, age, a history of drug or alcohol abuse, employment and educational history, as well as financial
status. All of these factors can help identify the percentage of risk a person portrays, and their likelihood
that they will be arrested. These assessment tools are accurate, and can even break down the probability to
identify the risk of re-arrest within a six month period. The higher the risk, the higher the chance that the
individual will be back in the system with another criminal charge. While assessing risk can assist probation
officers in learning how to monitor an individual, it is only a small part of an algebraic equation that can
be used to help change the criminal mindset.

The second part of the assessment tool involves identifying criminogenic needs. As discussed earlier, these
are traits that a person possesses that can lead to criminal behavior. There are a few schools of thought on
this matter. One study found a person could possess up to eight traits, while others identified that a person
can possess up to six. For the purposes of this article, we will focus on six:

Anti-social values: This is also known as criminal thinking. It includes criminal rationalization or the
belief that their criminal behavior was justified. Individuals possessing this trait often blame others for
their negative behavior, and show a lack of remorse.

Criminal Peers: Individuals with this trait often have peers that are associated with criminal activities.
Most are often involved with substance abuse including drugs or alcohol. Peer influence often persuades
the individual to engage in criminal behavior. They will also typically present with a lack of pro-social
community involvement.

Anti-social personality: These traits often include atypical behavior conducted prior to the age of fifteen
and can include, running away, skipping school, fighting, possessing weapons, lying, stealing and damage
to either animals or property.

Dysfunctional family: One of the most common traits includes a lack of family support, both emotionally
and otherwise. An individual’s family lacks the ability to problem solve and often is unable to communicate
effectively. Family members often don’t possess the ability to express emotions in an appropriate manner.
More often than not, they are also involved with criminal activity.

Low self-control: This involves one’s ability to control temperament and impulsivity. People that carry
this trait often do things that they didn’t plan, and will fail to think before acting. The mindset is of the here
and now, and not on the consequences of the behavior.

Substance abuse: The use of drugs or alcohol that significantly affect one’s ability to engage in a
successful and productive lifestyle. There is often an increased tolerance to substances, in addition to an
inability to stop use.

A normal assessment process can take approximately sixty day to complete; any more or less can lead to
inaccurate results that may be skewed. Once an officer has an idea of the risk level and has identified the
criminogenic traits involved, they can begin the supervision using appropriate tactics that will help
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motivate the individual to be successful, but also hold them accountable by using appropriate sanctions to
correct negative behavior during the entire course of supervision. In Part II of this article, we will discuss
some possible ways to enhance motivation, in addition to identifying a few of the appropriate methods of
addressing accountability to ensure compliance with court ordered sanctions.

What would you do to help reduce recidivism? Are you already practicing similar tactics? Feel free to share
your thoughts and opinions.

Stay tuned for Part II, where we will discuss the process of how to move forward once a risk assessment
has been completed.

References:

Kaiser, B., & Rasminsky, J. (2010, October 25). Biological Risk Factors for Challenging Behavior.
Retrieved November 3, 2013, from Education.com: http://www.education.com/reference/article/biolgical-
risk-factors-challenging/

Latessa, E. J., & Lowenkamp, C. (2005). Community Corrections: Research and Best Practices. Cincinnati,
OH: Division of Criminal Justice, University of Cincinnati.

Miller, W., & Carroll, K. (2006). Rethinking Substance Abuse. New York, NY: The Guilford Press.

National Institution of Corrections, U. D., & Services, M. D. (n.d.). tools of the trade, a guide to
incorporating science into practice.

6 traits that lead to criminal behavior

• Anti-social values. This is also known as criminal thinking. ...
• Criminal Peers. Individuals with this trait often have peers that are associated with criminal
activities. ...
• Anti-social personality. ...
• Dysfunctional family. ...
• Low self-control. ...

ATTRIBUTES AND CHARACTERISTICS OF HUMAN BEHAVIOR/CRIMINAL BEHAVIOR

Behavioral attributes are made up of a range of motives, traits, skills and knowledge. In a given situation
these are evidenced by the way an individual behaves, and can be a significant factor in helping to predict
job performance.

What are the 7 types of behavior?

Psychology categorizes behavior as Overt, Covert, Conscious, Unconscious, Rational, Irrational,
Voluntary and Involuntary. These behaviors have salient characteristics. In this post, I will be discussing
the different types of behavior and their corresponding characteristics.

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PSYCHOLOGY
At its most basic, police psychology is the use of psychological principles in situations that involve public
safety officials and police officers. ... In every role, a police psychologist's job is to use psychological
principles to make the work easier and provide clarity to every situation.

COMMON SENSE
It is sound, practical judgment concerning everyday matters, or a basic ability to perceive, understand,
and judge in a manner that is shared by (i.e. common to) nearly all people.[1]
The everyday understanding of common sense derives from historical philosophical discussion involving
several European languages. Related terms in other languages include Latin sensus communis, Greek and
French bon sens, but these are not straightforward translations in all contexts. Similarly in English, there
are different shades of meaning, implying more or less education and wisdom: "good sense" is sometimes
seen as equivalent to "common sense", and sometimes not.

DISCRETION
the quality of behaving or speaking in such a way as to avoid causing offense or revealing private
information.

PERSONALITY DIMENSION
The personality dimension most strongly related to emotional information processing is negative
affectivity. Anxiety-driven information seeking is often frantic, and triggered by an emotional goal such
as finding calm from the worries, intrusive thoughts and concerns that trouble the mind. In the optimal
case, knowing more does bring comfort, reassurance, hope or relief. When this is not accomplished,
however, new information may stir up additional discomfort. Low-energy states of negative affectivity,
such as depression, have the opposite effect: creating indifference, passivity and information avoidance. In
work or study contexts negative affectivity may sometimes focus and energize information seeking. At too
high levels, however, it may interfere with task completion and disrupt concentration. Negative
affectivity may also impact on cognitive aspects of information interaction. An attentional bias towards
threat is created, neutral messages are interpreted as negative and profound memory structures for troubling
experiences are developed.

A worried information seeker explains the situation in Figure 7.1.

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The interaction between negative affectivity and information behavior is an illustrative example of how
complex the relation between personality and information behavior might be. Not only may this personality
trait influence information seeking differently dependent on the context, but the impact of various facets
of the trait may also differ. When it comes to matters of personal relevance, such as health issues, worry
and anxiety may trigger an active, at times exaggerated, quest for information in order to gain a sense of
control and dampen worry. In other contexts, such as study-or work-related ones, high anxiety may
interfere with performance, distract attention away from the task and thereby lessen the information-
seeking effort. To make matters more complex, a high-activation state such as anxiety usually evokes
strong intruding affect that stimulates active seeking. A low-activation state such as depression, on the
other hand, may reduce information seeking effort due to the overall indifference and passivity the person
experiences. These emotional reactions may influence the goal of information interaction or interfere in
the search process. Before we move on to take a closer look at these mechanisms, it is important to point
out that negative affectivity only suggests a higher likelihood of experiencing bothering negative affect. In
other words, it does not by any means suggest a psychological problem as such.

Every one of us experiences temporary feelings of sadness, disappointment, anger and unhappiness in
response to negative life events that we all inevitably face at times. Some may, however, react more
strongly than others to drawbacks, suffer from them longer and even have a tendency to anticipate and
expect them. This suggests negative affectivity as a personality trait. Negative affectivity is a measure of
emotionality versus composure. The trait influences both the likelihood of reacting emotionally and the
duration of such reactions. In addition, it works on all three dimensions of emotionality: valence, arousal
and dominance (Lang et al., 1990). The experienced emotions tend to be negative rather than positive,
induce either high or low arousal as opposed to a neutral state and be difficult to control. Negative
affectivity thus describes a heightened likelihood to experience negative emotions such as worry,
apprehension and sadness. Persons with high negative affectivity are in addition more sensitive and
reactive towards stimuli in the environment. Resistant people with lower levels of the trait are emotionally
stable, and need stronger incentives before they are provoked (Costa and McCrae, 1992).
A secure searcher has few concerns, as indicated in Figure 7.2.

Negative affectivity has over the years been given different labels. For instance, Eysenck’s (1952) early
model of personality describes it as one of the three core dimensions of personality, named neuroticism. In
the five-factor model the term neuroticism is also used. This is somewhat unfortunate, as it suggests a
psychiatric defect. Yes, negative affectivity may heighten the vulnerability to psychological concerns, but
this connection is far from deterministic. A more proper term could be negative emotionality, nervousness,
sensitivity or, as is used in this book, negative affectivity (McCrae and John, 1992). Negative affectivity
may be troubling for someone with high levels of the trait, as it may lead to motivational problems,
susceptibility to stress and affective interpretation of possibly neutral events (Tokar et al., 1998). Persons
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with high negative affectivity may also have a higher likelihood to develop psychological problems if their
negative emotionality becomes too intrusive. This development is far from determinate, however; quite the
contrary, negative affectivity may also decrease over the years (Terracciano et al., 2005).

Summary
The study of personality has revealed that in spite of the power of environmental situations to determine
behavior, people tend to be relatively consistent across time and situations in terms of their general patterns
of behavior. Furthermore, it seems that people tend to differ along a few primary personality dimensions,
or factors, which underlie the concept of personality. While personality traits may increase the risk of
developing certain disorders or illnesses, the experience of an illness or disorder may also modify
personality. Furthermore, people's personality styles will influence the way in which their disorders
develop, change over time, and also respond to treatment. Powerful scientific studies which follow
individuals over time will ultimately help us to clarify how personality increases the risk of disorder and
furthermore how disorder may modify personality.

4 Extraversion and the Big Five

At the same time that Guilford, Eysenck, and others were developing and revising self-report questionnaire
measures of the constructs in their models of personality, other researchers were investigating an
alternative approach to developing comprehensive models of personality. Beginning with Allport and
Odbert (1936), researchers turned to natural language descriptors of personality to identify
important personality dimensions (see Personality Structure). According to the lexical hypothesis, all
important dimensions of personality should be represented in everyday language, and thus a systematic
examination of personality descriptors should allow personality psychologists to identify these dimensions.
Raymond Cattell's early attempts to find the primary dimensions of natural language descriptors resulted
in 16 separate traits, but a higher-order trait that resembles extraversion can be identified in his personality
measures (Cattell et al. 1980). In other researchers' analyses, factor analyses of personality descriptors
often converged on five major factors (the ‘Five Factor Model’). The first and largest factor that emerges
from these analyses (variously labeled ‘confident self-expression,’ ‘surgency,’ ‘assertiveness,’
‘extraversion,’ and ‘power’) clearly reflects the extraversion dimension.

,
Introduction
The personality dimension most strongly related to perseverance and effort in information seeking is
conscientiousness. Conscientious persons typically have a strategic, purposeful and goal-oriented approach
to information seeking. This is reflected in what they set out to find: relevant, precise and high-quality
information sources. Only the very best is good enough, and this shines through in the determination and
persistence of their searches. They do not give up until the goal is reached, regardless of how much effort,
time or dedication is required. It is demonstrated in their efficient use of information: profound learning,
high achievement and well-grounded decisions. Throughout their information interaction, conscientious
person are determined and focused, knowing what they want, working hard to get it and efficiently applying
what they find.
One conscientious searcher describes his views in Figure 4.1.

Conscientiousness is a measure of goal-oriented behavior

and impulse control. Conscientious persons are strong-
willed and organized, with a capacity to carry out tasks
and good at coordinating and planning their work (Costa
and McCrae, 1992). The more conscientious a person is, the
more competent, dutiful, orderly, responsible and thorough
s/he is (ibid.). Conscientious persons typically have a strong
will to achieve, and strategically work for their success.
They may strive for a limited number of goals, but work
hard to reach them with an admirable ability to focus,
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concentrate and persist. A less conscientious person would be more impulsive and easier to persuade from
one task to another.
A laid-back searcher may think along the lines illustrated in Figure 4.2.

Introduction
The personality dimension most strongly
related to interpersonal information seeking
is extroversion. For extroverts, information
seeking is often a form of social interaction.
They frequently find information through
discussion with others, such as friends,
family, peers, superiors or teachers. In
addition the extroverts’ upbeat temperament
shines through in their enthusiastic and
spontaneous searches. Extroverts often have a
task-oriented, practical approach to
information seeking, as opposed to introverts,
who tend to be more analytical and reflective.

One outgoing searcher describes his way to collect information in Figure 5.1.

Extroverted persons are typically gregarious,

social and lively, as well as adventurous, assertive
and straightforward. Introverts are commonly
portrayed as independent, quiet, reserved, steady
and shy (Costa and McCrae, 1992). As an
example, extroverts are spontaneous and talkative,
while introverts deliberate more before they act. It
seems that one of the basic differences between
the traits lies in the need for and source of energy,
which extroverts get from the outside and
introverts find within (Pickering and Gray, 2001).
Extroverts feel drained and bored if they find
themselves alone, and energized in the company
of others and among a multitude of incentives.
Introverts value privacy, and need quiet time alone
to recharge.
An introverted searcher describes her information
approach in Figure 5.2.

Extroversion-introversion has in many

contexts proved to be one of the most
evident and dominant trait dimensions.
This is reflected in daily language, where
the most common trait descriptors tend to
be terms that refer to how social, outgoing
or energetic a person is (McCrae and
John, 1992).
In addition, extroversion has for a long
time been a robust and dominating
dimension in various models of
personality. For instance, Jung
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(1941) depicted extroversion-introversion as one of the three basic trait dimensions along with sensing-
intuition and thinking-feeling. Another early model of personality introduced extroversion-introversion as
an essential component of personality alongside neuroticism and psychoticism (Eysenck, 1952). As other
models of personality traits followed, the dimension remained stable and visible, and was seldom
overlooked. But it is not only in our daily language or in theoretical models that the robustness of the
dimension is demonstrated. The strongest confirmation of the profoundness and importance of the trait is
found in its physiological base (Pickering and Corr, 2008).
The extroversion-introversion dimension has a neurophysiological foundation, grounded in genetic
disposition (Eysenck, 1952). Extroverts typically have an active behavioral activation system (BAS),
which is a neuropsychological mechanism that orients the organism towards reward and potentially
positive experiences (Pickering and Corr, 2008). Persons with a highly active BAS are typically energetic,
impulsive and alert, as well as optimistic, fun seeking and confident. These characteristics are success
concepts that enhance performance and spur effort (Watson and Clark, 1997). The extroverts’ activity,
impulsivity and excitement seeking thus seem grounded in basic neurological processes (Pickering and
Corr, 2008).
The extroversion-introversion dimension has moreover been explained by arousal level. It has been
suggested that introverts are innately more aroused, and have an active internal life which provides them
with impulses. The introverts’ rich inner world thus makes them largely self-sufficient, and provides them
with the excitement that extroverts seek from their environment. While extroverts get energized by outer
stimulation, introverts get their energy from within through their analytical, reflective and imaginative
character. Extroverts’ lower arousal level may explain why they have a higher need for outer incentives
than introverts, and a stronger drive to seek out activity and social interaction (Pickering and Gray, 2001).
An alternative explanation which mirrors this theory suggests that introverts are more sensitive and reactive
to outside stimulation than extroverts (Stelmack and Rammsayer, 2008). An abundance of sensory input
such as sounds, images and social interaction may be over-stimulating and stressful for introverts, and have
a negative influence on their performance. Extroverts thrive among the very same incentives. Extroverts
again easily feel restless and bored in situations which introverts find serene. While an introvert thus tries
to avoid over-stimulation, an extrovert is equally compelled to shun under-stimulation. This also explains
their vigorous quest for experiences, social interaction and activities.

2 Impulsiveness
The most important study of childhood temperament in relation to offending essentially
identified impulsiveness as the key dimension, and it is generally true that impulsiveness is the most
crucial personality dimension that predicts offending. Unfortunately, there are a bewildering number of
constructs referring to a poor ability to control behavior. These include impulsiveness, hyperactivity,
restlessness, clumsiness, not considering consequences before acting, a poor ability to plan ahead, short
time horizons, low self-control, sensation-seeking, risk-taking, and a poor ability to delay gratification.
Virtually all these constructs, measured in different ways, are consistently related to measures of offending
(Blackburn 1993, pp. 191–196).
In a longitudinal study of over 400 London males from age 8 years to age 40 years, boys nominated by
teachers as lacking in concentration or restless; those nominated by parents, peers, or teachers as the most
daring or risk-taking; and those who were the most impulsive on psychomotor tests at age 8–10 years, all
tended to become offenders later in life. Later self-report measures of impulsiveness were also related to
offending. Daring, poor concentration, and restlessness all predicted both official convictions, and self-
reported delinquency, and daring was consistently one of the best independent predictors
(Farrington 1992).
The most extensive research on different measures of impulsiveness was carried out in another longitudinal
study of males (the Pittsburgh Youth Study) by White et al. (1994). The measures that were most strongly
related to self-reported delinquency at ages 10 and 13 were teacher-rated impulsiveness (e.g., ‘acts without
thinking’); self-reported impulsivity; self-reported under-control (e.g., ‘unable to delay gratification’);
motor restlessness (from videotaped observations), and psychomotor impulsivity. Generally, the verbal
behavior rating tests produced stronger relationships with offending than the psychomotor performance
tests, suggesting that cognitive impulsiveness (based on thinking processes) was more relevant than
behavioral impulsiveness (based on test performance).

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There have been many theories put forward to explain the link between impulsiveness and offending. One
of the most popular suggests that impulsiveness reflects deficits in the executive functions of the brain,
located in the frontal lobes (Moffitt 1990). Persons with these neuropsychological deficits will tend to
commit offenses because they have poor control over their behavior, a poor ability to consider the possible
consequences of their acts, and a tendency to focus on immediate gratification. There may also be an
indirect link between neuropsychological deficits and offending, which is mediated by hyperactivity and
inattention in school, and the resulting school failure. In discussing links between executive functions and
offending, impulsiveness may be difficult to disentangle from intelligence, although Lynam and Moffitt
(1995) argued that they were different constructs. Various biological theories of impulsiveness have also
been proposed, focussing on either behavioral activation or behavioral inhibition (e.g., Newman and
Wallace 1993).

4 Personality Theories

Some aspects of personality remain relatively stable throughout life, whereas others appear to change.
From a trait perspective there is longitudinal and cross-sectional evidence for long-term stability of the Big
Five personality dimensions: extraversion, neuroticism, agreeableness, conscientiousness, and openness to
experience (Costa and McCrae 1994). Over time, people maintain their rank orders on these key
personality traits relative to others. However, there is some evidence for changes in overall level, with
older adults on average becoming less extraverted, less neurotic, and less open to experience, but more
agreeable. When other dimensions of personality such as components of well-being are considered, there
is evidence for greater changes in personality (Ryff 1995). Purpose in life and personal growth were found
to decrease with age, whereas environmental mastery and positive relations were found to increase with
age.
There is also evidence for changes in sex role characteristics in adulthood. The evidence suggests that with
aging, the genders become less differentiated in terms of masculine and feminine traits. In a classic study,
Neugarten and Guttman (1968) found that men adopted more communal characteristics as they aged and
women adopted more agentic ones. This integration of masculine and feminine characteristics with age is
consistent with what Jung called the process of individuation. Jung's theory suggested that with aging the
process of individuation involves an integration of the conscious and unconscious parts of the ego. For
men the feminine side is usually repressed, as is the masculine side for women. With aging, the process of
bringing the undifferentiated aspects of the self into awareness is considered adaptive.
In addition to the objective data on personality over time, subjective analyses have yielded information
about the processes of perceived change in personality and well-being. Adults typically expect to change
in the future and see changes relative to the past (Ryff 1991). By reflecting back on the past and projecting
into the future, there is evidence that adults have experienced change and expect to undergo further
changes. The present functioning is in part understood in relation to what has come before and what is
anticipated in the future.

THE BIRTH OF CRIME AND THEORIES OF CRIMINAL BEHAVIOR

Major Criminology Theories and How they Affect Policy

What is criminal behavior, and what causes it? How a society answers these fundamental questions plays
an essential role in how it responds to crime, from developing crime prevention programs to designing
incarceration systems and rehabilitating criminals. As part of this effort, criminologists and experts across
related fields such as healthcare, sociology and psychology work toward an understanding of the causes of
criminal behavior, both by proposing new theories and testing existing ones.

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Each of the following theories has evolved with the advent of more sophisticated technology and the
current trend toward examining criminal behavior, and they’ve also been impacted—albeit at a slower
pace—by changes in public policy.

Rational Choice Theory: Tough on

Crime

The U.S. justice system is largely

influenced by a classical criminology
theory, rational choice theory, which
assumes that the choice to commit a crime
arises out of a logical judgment of cost
versus reward. This theory emphasizes
punishment as the best means to deter
individuals from committing crimes: Make
the cost sufficiently outweigh the reward
and individuals will decide that crime is not
worth it.1

On one hand, this seems reasonable, almost

obvious. But a number of factors complicate
such a simplistic understanding of crime
and human nature:2

• Adolescents have immature brains that

cannot fully comprehend consequences
• Humans are generally influenced more
by their emotions than cold logic
• Individuals who commit crimes often
lack information or the perspective to make
a sound judgment

In other words, the historical understanding

of rational choice assumes a totally rational
actor, but humans are never totally rational. Additionally, contemporary theorists suggest that the
individuals who would be "scared straight" by punishment are already disinclined to commit crimes.
Contemporary criminologists believe that policies based on rational choice theory should have more
modest, specific targets and focuses.

But while rational choice theory has evolved on the academic side, policy crafted according to its dictates
has lagged behind. Examples of policies related to outdated interpretations of rational choice theory
include:

• Three-strikes laws
• Extreme "tough on crime" punishments
• Placing juvenile offenders in adult facilities

Biological and Biosocial Theories: Addressing Root Causes

Classical biological theories of criminality stated that people are "born criminals" who cannot be deterred
from committing crimes: Whether due to mental or physical disability, criminals cannot learn to control
themselves.

In contrast, contemporary biological theories emphasize biosocial causes rather than strictly natural ones.

12
Some modern criminologists do consider genetic predispositions (including testosterone and IQ levels),
but they look at the interplay between these factors and a person’s social environment rather than focusing
on seemingly immutable traits. By foregrounding social factors, these criminologists theorize, we can
mitigate risks of criminal behavior prompted by biological factors. 3

Policies based in this theory often start at the root of the problem—for example:

• Educating parents-to-be in high-risk categories (such as single parents, teenagers and low-income
individuals) to avoid circumstances that might impede healthy child development
• Teaching children conflict resolution alternatives to violence in programs such as Second Step

Social Learning Theory: Learning by Example

Social learning theory proposes that we engage in either criminal or noncriminal behavior based on the
social environment around us, and that we’re especially influenced by how other people reward or model
behavior. This theory asserts that criminal behaviors are learned and therefore can be counteracted by
developing a social environment in which criminal behavior is not normalized. 4

This theory is most frequently used as the basis for supportive, less punitive programs that serve juveniles,
such as:

• The School Transitional Environment Program, which helps students entering middle school
connect with schools, classmates and teachers who model more positive behavior than they
encountered in their previous environments
• Communities That Care, which takes a preventative approach inspired by public health outreach,
bringing a community together to support at-risk juveniles
• Teens, Crime and the Community and Community Works (TCC/CW), a multifaceted program that
offers classroom curricula on topics such as conflict resolution, drugs and gun violence; this
program uses positive role models such as teachers and police officers to deliver classes and puts
these lessons to work through projects in the community

Labeling Theory: Once a Criminal, Always a Criminal

Labeling theory proposes that applying a label, whether that means informally designating a youth as a
"bad kid" or a "troublemaker" or a more formal arrest or incarceration record, has a long-term effect on a
given person. Policies inspired by labeling theory were popular in the 1970s, but they were perceived as
ineffective and fell out of use, replaced by "tough on crime" rational choice approaches.

Contemporary research has shown evidence of the profound impact that labeling can have on individuals,
as formal labeling has been shown to have a measurable effect on juveniles' future education and
employment opportunities—repercussions that can lead to continued criminal behavior. 5

Policies inspired by labeling theory thus focus on reducing negative repercussions of prior labels and
providing opportunities for new growth. Examples include:

• "Ban the box" policies, which forbid employers from asking applicants about their criminal
backgrounds, which evidence indicates reduces recidivism
• Wisconsin's Inviting Convicts to College program and similar programs that prepare individuals
with criminal pasts to succeed in college
• Civil citation laws, which provide a less stigmatizing alternative to formal arrests and the court
system

13
Born Criminal

Instead, using concepts drawn from physiognomy, degeneration theory, psychiatry, and Social Darwinism,
Lombroso's theory of anthropological criminology essentially stated that criminality was inherited, and
that someone "born criminal" could be identified by physical (congenital) defects,
“Born Criminal” is a theory brought forward in the 18th century by Italian criminologist Cesare
Lombroso. Lombroso's theory suggested that criminals are distinguished from noncriminals by multiple
physical anomalies.

CLASSIFICATION OF BEHAVIOR
Human Behavior: Classification, Characteristics and Causation
Definition of Behavior
Behavior can be defined as the actions or reactions of a person in response to external or internal stimulus
situation. We understand behavior when we know that what is caused or made the person do it. We evaluate
behavior when we approve or disapprove it. Both understanding and evaluation is a common reaction that
individual engage daily.

Psychology is a science of activity of

people which lead to an understanding of
nature of behavior. Behavior is always the
product of two things, one- the nature of
individual or organism that behaves and
second- the nature of situation in which
the individual find himself.
Situation is a source of stimulus and is
always the organism’s response to
stimulus from environment.
According to Crowder “Behavior is any
activity which can be observed, recorded and measured, this includes first what living beings or organisms
do- that is their movement in space”.
Psychologists analyze behavior from two point of view- Overt & Covert, the behavior that is visible and
what occurs outside of human being is called overt behavior. Example- playing football and eating
something are overt behavior.
The behavior that is not visible and what occurs inside of human being is called covert behavior. Example-
thinking.
Psychologist Luine express behavior through an equation as –
B=∫ (P x E) where, B= Behavior, ∫=Function, P=Person, E=Environment.

Behavior is a function of people and environment. Environment creates stimulus situation, it is human
nature to respond stimulus situation.

14
 Classification of Human Behavior

To analyze and measure the behavior psychologists have

divided behavior into different classes. Classification of
human behavior given below-

Human behavior classification

Molecular and Moral Behavior

Molecular Behavior
The sudden behavior what occurs without thinking something is called molecular behavior.
Example: Abul hits a stick on Kuddus eyes and Kuddus closes his eyes at once. This is molecular behavior.
Unpredictable situation whereas Kuddus has not any preparation to his eyes or face situation.
Moler Behavior
Moler behavior is the opposite of molecular behavior. When human behavior occurs with a thinking
process is called moler behavior. Example: counter attract.
Overt & Covert Behavior
Overt Behavior
The behavior that is visible and what occurs outside of human being is called overt
behavior. Example: Playing football, eating something is overt behavior.
Covert Behavior
The behavior that is not visible and what occurs inside of human being is called covert
behavior. Example: thinking.
Voluntary and Involuntary Behavior
Voluntary Behavior
The behavior what depend on human want is called voluntary behavior. Human beings always have control
on voluntary behavior. Example: Speaking, walking, writing etc.
Involuntary Behavior
Behavior what occurs naturally is called involuntary behavior.
Example: Movement of heart, taking oxygen and giving up carbon dioxide.
Accomplishment of one-bit behavior may become the stimulus for further behavior.
It is possible to control such a behavior by education, training, experience and environment

15
Characteristics of Human Behavior

Behavior is any activity which can be observed, recorded and measured. Individual behave with in an
environment, it is human nature to respond stimulus situation created by internal and external environment.
Characteristics of human behavior can be express as under-
Social Rules and Regulations
Human are social beings and obedient to social rules and regulations. Social rules and regulation drives an
individual in a particular way.
Language and Understanding
Human beings express their feelings and emotion and conversation with each other through language.
Interaction of individual and group helps them convey their news and views.
Education and Knowledge
Education is power which enables an individual to acknowledge the difference between right and wrong.
The value of practice in acquiring skill or knowledge common feature of human behavior. Education and
knowledge are important modification of human behavior.
Adaptability
It is human nature to change in order to deal successfully with new situation. Human beings always face
changing environment. Adaptability with changing environment is a common characteristic of human
behavior.

Capacity to Learn Knowledge

Only human being is capable enough to learn knowledge. Human beings can increase their capacity by
acquiring knowledge and experience. This is unique characteristic of human beings.
Drive/Aim
Human beings behave with a view to accomplishing their common aim that drives him to a particular
direction. Drive or aim pursues goal directed behavior.
Human being is great in Behavior and Knowledge
Human being is great in their behavior and knowledge, capable enough to board their knowledge and
experience.

Causation of Behavior

Behavior is a result of interaction between individual and situation. It is human nature to response stimulus
situation. There is a cause sequence of human behavior. The cause sequence of human behavior are explain
below-
Stimulus Situation
Stimulus may be created by light, sound, job routine, other people action of supervisor and any aspect of
environment in which a person is sensitive.
Organism
When stimulus situation faced by a person then organism automatically start. Organism may be heredity,
maturation, biological needs and many learning such as knowledge, skills, certain needs attitude and
values.

16
Behavior

Behavior is a result of stimulus situation and individual organism that lead to a person to do or behave.
Behavior may be body movement, talking, facial expression, emotional responses and thinking.
Accomplishment
The latest sequence is accomplishment. Accomplishment occurs when stimulus situation change. Further
accomplishment may include survival, accident, attract from others.

MOTIVATION AND DRIVES

According to the Theory of Needs by David McClelland, there are three main drivers for motivation: a
need for achievement, need for affiliation and need for power. Let’s see what these needs are about and
how we should deal with them.

Motivation: Need for Achievement

Have you ever met people who are always interested in improving themselves (and actually others as
well), to become faster, smarter and more productive than ever? It seems they cannot stop developing
themselves to be better; they are eager for achievements and enhancements. To tell you the truth, I also
share this drive and would like to provide a "how-to" that can help readers motivate and manage these
achievers, as they are called in the Need Theory model, more efficiently and less stressfully.

How to Deal with This Drive

What Motivates People with the Need for
Achievement
Be better than yourself
• They develop themselves;
• May compare past and current achievements;
• Winning is more important than
participating;
• Provide a clear plan/path for professional
growth;
• Define how the person can build his/her
career within the project/program;
• Give an opportunity for them to attend
conferences and trainings;
• Set clear goals and meaningful KPIs;

17

Be better than others
• Compare their results to others;
• Show interest in how others are progressing;
• Don’t like when others make fun of them
• Share what the evaluation criteria is for
team members;
• Explain why someone is/is not getting
something;
• Ensure that the bonuses and appraisal
systems are transparent;
• Communicate openly about the
achievements of team members;

Challenging tasks • Clarify how the task impacts the project or

• The task should be difficult, but achievable
• Can do monotonous work, when it’s a part of
an interesting endeavor;
• Prefer to fulfill tasks step by step;
program;
• Make sure the person is clear on why it is
important that they are doing the task;
• Check that the task corresponds to the
person’s skills;

A stable and long-term career

• Provide opportunities to deepen their
knowledge;
• Confirm that the project/program is stable
• Interested in becoming a good professional in
enough for long-term career planning
one area, rather than a jack-of-all-trades

Motivation: Need for Affiliation

Sometimes we have to make hard choices and decide:

what is more important? Is it to A. get the desired result,
or B. maintain good relationships with your colleagues?
For people with a strong need for achievement, the
"result" answer is obvious. But for the ones with a need
for affiliation, relations usually matter more. Let's see
what else motivates people with this drive.

What Motivates People with the NeedHow to Deal with This Drive
for Affiliation

Find new friends Allow them to contact new people from other teams and the client
side. They are good communicators and are able to set up
connections between people;
• The possibility to meet new
people;
• Can easily start conversation • Invite to kick-off meetings;
with strangers; • Involve them in onboarding new team members;
• Are open-minded and easy-
going.

Stay in touch with friends

• Engage in mentoring and coaching activities;
• Make sure they have enough interactions with other
project/team members (they like face-to-face meetings,
• Enjoy calling and writing to
calls and correspondence – the more communication
people they know;
options they have, the happier they feel);
• Like showing they care and
• Show empathy and interest;
when others care about them;

18
 • Prefer to work with friends • Allow them to assist other team members when they are
more than with experts; able;
• Have lots of friends in different
areas and companies.

Spend time together with people

• Assign them tasks that require good collaboration skills;
• Can experience stress in an unfriendly/competitive
atmosphere;
• Know how to have fun and
• Try to avoid involving them in confrontations/conflict, as
inspire people around them;
they can feel discomfort because of it;
• Are able to provide support and
• Be careful with negative feedback, especially when
encouragement;
sharing it publically – they can take it personally and
• Loyal to different points of
become deeply hurt;
view;
• Encourage them to share their ideas and contribute to
• Appreciate teamwork;
team activities, as they will be grateful for this;
• Don't mind doing
• Show appreciation for their good results at work, as they
routine/monotonous work;
will be glad to hear "thank you";
• Can easily practice the
• Involve them in social and volunteering activities, as they
Management 3.0 style (even
can bring lots of value.
without knowing what it is).

Interesting fact: parents with prominent affiliation drives usually raise children with the need for
achievement drive.

Motivation: Need for Power

Do you know people who often use the following words: influence, control, status, struggle, discipline,
subordination and leadership? These kinds of people also find pleasure in vertical career development.
They like to manage others and they are driven by power.

How to Deal with This Drive

What Motivates People with the Need
for Power
Control

• Provide them with opportunities to manage others;

• Opportunities to exude control
• “Career development” to them means increasing the
over other people;
number of people they manage;
• Given power to delegate tasks;
• Give them some freedom in decision-making;
• Enjoy doing multiple activities at
• Assign multiple tasks;
once;
• Don’t assign tasks directly to their subordinates;
19
 • Like to know what is going on • Consult them and ask for advice;
around them;
• Need to keep track of their own
and others’ activities;

Influence

• Need to see the reactions to their

• Allow them to influence you and show your reaction;
ideas or actions;
• Direct their power games into constructive areas/context;
• Care about how other people
• Develop your own management style, soft and hard skills
perceive them;
– they need strong leaders around them;
• Can find pleasure in influencing
• Pay attention to them, and don’t ignore their
the emotions of others;
ideas/actions;
• Enjoy intrigues, power games.

Leadership
• Delegate them to give presentations to the public;
• Publicly announce their successes;
• Enjoy being followed; • Set community creation tasks for them;
• Are pleased when praised; • Allow them to train and mentor employees;
• Glad to lead others;
• Like public speaking.

Status recognition
• Make sure their position has the corresponding status
Social success means a lot to them;
environment;
Collect status artifacts;
• Provide them opportunities to join corporative clubs,
Count their victories;
non-public communities, and other special events.
Like to be engaged in volunteering
activities.

BIOLOGICAL AND PSYCHOLOGICAL HUMAN NEEDS

Biological and physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. ... Psychological
needs arise from our capacity to live to our full potential, to optimize our functioning—to self-actualize
and become happier and more fulfilled. These are physiological needs, psychological needs and social
needs

FOUR MAJOR PERSONALITIES

4 Major Personality

The study of personality is one of the major topics of interest in psychology. Numerous personality theories
exist and most of the major ones fall into one of four major perspectives. Each of these perspectives on
personality attempts to describe different patterns in personality, including how these patterns form and
how people differ on an individual level.

Learn more about the four major perspectives of personality, the theorist associated with each theory, and
the core ideas that are central to each perspective.

20
Psychoanalytic Perspective

The psychoanalytic perspective of personality emphasizes the importance of early childhood experiences
and the unconscious mind. This perspective on personality was created by psychiatrist Sigmund Freud who
believed that things hidden in the unconscious could be revealed in a number of different ways, including
through dreams, free association, and slips of the tongue.1

Neo-Freudian theorists, including Erik Erikson, Carl Jung, Alfred Adler, and Karen Horney, believed in
the importance of the unconscious but disagreed with other aspects of Freud's theories.

Major Theorists

Below are the most prominent psychoanalytic perspective theorists:

• Sigmund Freud: Stressed the importance of early childhood events, the influence of the
unconscious, and sexual instincts in the development and formation of personality.
• Erik Erikson: Emphasized the social elements of personality development, the identity crisis, and
how personality is shaped over the course of the entire lifespan. 2
• Carl Jung: Focused on concepts such as the collective unconscious, archetypes, and psychological
types.
• Alfred Adler: Believed the core motive behind personality involves striving for superiority, or the
desire to overcome challenges and move closer toward self-realization. This desire to achieve
superiority stems from underlying feelings of inferiority that Adler believed were universal.
• Karen Horney: Focused on the need to overcome basic anxiety, the sense of being isolated and
alone in the world. She emphasized the societal and cultural factors that also play a role in
personality, including the importance of the parent-child relationship.

How Personality Influences Behavior, According to Psychology

Humanistic Perspective

The humanistic perspective of personality focuses on psychological growth, free will, and personal
awareness. It takes a more positive outlook on human nature and is centered on how each person can
achieve their individual potential.

21
Major Theorists

The following are the most influential humanistic perspective theorists:

• Carl Rogers: Believed in the inherent goodness of people and emphasized the importance of free
will and psychological growth. He suggested that the actualizing tendency is the driving force
behind human behavior.
• Abraham Maslow: Suggested that people are motivated by a hierarchy of needs.4 The most basic
needs are centered on things necessary for life such as food and water, but as people move up the
hierarchy these needs become centered on things such as esteem and self-actualization.

Trait Perspective

The trait perspective of personality is centered on identifying, describing, and measuring the specific traits
that make up human personality.5 By understanding these traits, researchers believe they can better
comprehend the differences between individuals.

Major Theorists

Below are the most important trait perspective theorists:

• Hans Eysenck: Suggested that there are three dimensions of personality: 1) extraversion-
introversion, 2) emotional stability-neuroticism, and 3) psychoticism.
• Raymond Cattell: Identified 16 personality traits that he believed could be utilized to understand
and measure individual differences in personality.
• Robert McCrae and Paul Costa: Introduced the big five theory, which identifies five key
dimensions of personality: 1) extraversion, 2) neuroticism, 3) openness to experience, 4)
conscientiousness, and 5) agreeableness.

Social Cognitive Perspective

The social cognitive perspective of personality emphasizes the importance of observational learning, self-
efficacy, situational influences, and cognitive processes.

Major Theorists

The main proponent of the social cognitive perspective is:

• Albert Bandura: Emphasized the importance of social learning, or learning through observation.
His theory emphasized the role of conscious thoughts including self-efficacy, or our own beliefs in
our abilities.

PERSONALITY ADJUSTMENT BASED ON BIOLOGICAL FACTORS, PSYCHOLOGICAL

FACTORS, SOCIO CULTURAL FACTORS
Biological Factors: By and large, the influences of biological factors on personality structure are limited
and indirect. The biological factors include genetic, hereditary factors, physical appearance and physique
and rate of maturation.

22
psychology of personal adjustment
1. adaptation by an individual to conditions in his or her family and community, especially in
social interactions with those with whom regular personal contact is necessary.
2. the degree to which a person is able to cope with the demands of life.
Sociocultural Factor
Sociocultural factors influencing people’s attitudes towards and dissatisfaction with their bodies seem to
play a role in determining the extent to which a real or imagined physical abnormality becomes a cause for
concern and preoccupation.

HUMAN EMOTION AND ITS RELATIONSHIP TO BEHAVIOR

Emotions can play an important role in how we think and behave. The emotions we feel each day can
compel us to take action and influence the decisions we make about our lives, both large and small. In
order to truly understand emotions, it is important to understand the three critical components of
an emotion.

BASIC CONCEPTS ON ABNORMAL BEHAVIOR AND NORMALITY

In its simplest form, normality is seen as good while abnormality is seen as bad. Someone being seen
as normal or not normal can have social ramifications, such as being included, excluded or stigmatized by
wider society.
"Any behavior that pertains to accepted societal patterns is called normal behaviour whereas that is
against social norms is called abnormal behaviour.

THE CAUSE OF ABNORMAL BEHAVIOR: PRIMARY, PREDISPOSING, PRECIPITATING,

REINFORCING FORCE

23
PATTERNS OF CRIMINAL BEHAVIOR: NEUROTIC DISORDERS, PSYCHOPATHIC
DISORDERS, PSYCHOTIC DISORDERS

Neurosis refers to a class of functional mental disorder involving

distress but not delusions or hallucinations, where behavior is not
outside socially acceptable norms. It is also known as psychoneurosis
or neurotic disorder.

Psychopathy is defined as
a mental (antisocial)
disorder in which an individual
manifests amoral and antisocial
behavior, shows a lack of ability
to love or establish meaningful personal relationships, expresses extreme egocentricity, and demonstrates
a failure to learn from experience and other behaviors associated ...

SEXUAL ABNORMALITIES AND SEXUAL CRIMES

Sexual disorders and crime
Recent findings: Studies on specific populations confirm the association between sexual disorders and
crime, particularly between paraphilias and sexual crimes regarding male offenders. Female offenders are
less likely to be diagnosed with a sexual disorder.

Purpose of review: Highlighting the relationship between sexual disorders and crime, reviewing and
summarizing the articles published throughout 2011 which add to the current knowledge on this subject.

Recent findings: Studies on specific populations confirm the association between sexual disorders and
crime, particularly between paraphilias and sexual crimes regarding male offenders. Female offenders are
less likely to be diagnosed with a sexual disorder. Some case reports focus on unusual paraphilias and lead
us to question the vast possibilities of paraphilic contents and sexual arousal patterns. The variations of
paraphilic-associated sexual arousal patterns, unconventional sex behaviors or paraphilic disorders are
constantly changing. In this sense, the American Psychiatric Association's DSM-5 current proposals for a
sexual dysfunction diagnostic category are under intense discussion because of their important clinical and
forensic consequences.

Summary: Sexual violence is a theme not well understood yet. Because of its nature, researching it can
raise many ethical problems. There is no possibility of clinical trials and of case-control studies. Even
cohort studies may be problematic in themselves. So, most of the research involves biased samples or case
reports, or is merely theoretical. Further research is needed to improve our understanding of the subject, so
that preventive and rehabilitative measures can be taken.

24
THE MENTALLY DISORDERS OFFENDER

Continuing Education
Activity
The relationship between
psychiatric illness and
criminality has been the
topic of intense debate and
scrutiny in the recent past in
light of multiple mass
shootings in the United
States. While the renewed
focus and media attention
on the importance of mental
health in the aftermath of
such tragedies is a positive
development, the
relationship between mental
illness and criminality is too
often conflated. The popular belief is that people with mental illness are more prone to commit acts of
violence and aggression. The public perception of psychiatric patients as dangerous individuals is often
rooted in the portrayal of criminals in the media as "crazy" individuals. A large body of data suggests
otherwise. People with mental illness are more likely to be a victim of violent crime than the perpetrator.
This bias extends all the way to the criminal justice system, where persons with mental illness get treated
as criminals, arrested, charged, and jailed for a longer time in jail compared to the general population. This
activity reviews psychiatric illness and criminality and the role of the interprofessional team in caring for
afflicted patients.

Objectives:
• Explain misconceptions regarding mental illness and criminality.
• Discuss the evidence that describes the frequency of untoward criminal events in psychiatric
patients.
• Discuss the negative consequence of misconceptions regarding persons with mental illness and
criminal violence.
• Outline psychiatric illness and criminality and discuss the role of the interprofessional team in
evaluating patients with this condition.

THE LEGAL ASPECT OF ABNORMALITY

Legal Aspects of Psychological Disorders

Insanity is a legal concept. A person judged to have been insane at the time he or she committed a crime
cannot be held responsible for those actions. Competency, also a legal concept, refers to defendants'
capability of standing trial, that is, understanding a trial's purpose and procedures and cooperating in their
own defense, at the time of trial. No simple relationships exist between diagnosed psychological disorders
and court findings of insanity. If defendants are declared insane or incompetent, they are usually provided

25
mental health treatment. The nature of the treatment depends upon a variety of factors including the mental
disorder

TERRORISM
Terrorism, the calculated use of violence to create a general climate of fear in a population and thereby to
bring about a particular political objective. Terrorism has been practiced by political organizations with
both rightist and leftist objectives, by nationalistic and religious groups, by revolutionaries, and even by
state institutions such as armies, intelligence services, and police.

Definitions of terrorism

Definitions of terrorism are usually complex and controversial, and, because of the inherent ferocity and
violence of terrorism, the term in its popular usage has developed an intense stigma. It was first coined in
the 1790s to refer to the terror used during the French Revolution by the revolutionaries against their
opponents. The Jacobin party of Maximilien Robespierre carried out a Reign of Terror involving mass
executions by the guillotine. Although terrorism in this usage implies an act of violence by a state against
its domestic enemies, since the 20th century the term has been applied most frequently to violence aimed,
either directly or indirectly, at governments in an effort to influence policy or topple an existing regime.\

TIPS TO COMBAT TERRORISM

26
TERRORISM IN GENERAL
Terrorism is the unlawful use of force or violence against persons or property to intimidate or coerce a
government or its citizens to further certain political or social objectives. Law enforcement generally
recognizes two types of terrorism: domestic and international. Domestic terrorism is based and executed
in the United States by our own citizens without foreign direction. International terrorism, which is
connected to foreign governments or groups, transcends our nation’s boundaries. Terrorist acts against U.S.
citizens can occur anywhere in the world.

UNDERSTANDING HOSTAGE TAKING: NEGOTIATIONS AND RECOVERY

Police Negotiation Techniques from the NYPD Crisis Negotiations Team

Learn these crisis negotiation techniques from negotiators in the trenches

Few negotiators can imagine negotiation scenarios more

stressful than the kinds of crisis negotiations the New York
City Police Department’s Hostage Negotiation Team
undertake. But police negotiation techniques employed by
the New York City Police Department’s Hostage
Negotiations Team (HNT) in high-stakes, high-pressure
crisis negotiation situations, outlined in an article from Jeff
Thompson and Hugh McGowan, Ph.D., are critical for any
negotiator faced with high-tension conflicts in business or
diplomatic negotiations.
Thompson, a NYPD Detective, is a research scholar at Columbia University School of Law and a Ph.D.
candidate at the Griffith University Law School in Queensland, Australia. McGowan is a former
commanding officer of the NYPD’s Hostage Negotiation Team, having led the HNT for 13 years. The
NYPD Hostage Negotiation Team handles more crisis negotiations in one month than most departments
do in a year and, in 2012 alone, the department handled 400 such negotiations. In a previous year, one
incident was well over 50 hours long and included a team of 17 crisis negotiators.

27
Integrative Negotiations, Distributive Negotiations, and Crisis Negotiations: How Bargaining Skills
Impact Hostage Negotiation Scenarios
Not unlike integrative negotiators who seek to create value between negotiating counterparts, and
distributive negotiators who seek to maximize their claim to value in the negotiation at hand, hostage
negotiators possess advanced conflict resolution skills and must be able to “apply a specific set of skills in
a strategic manner that is based on the current context.”
The goal of police negotiation techniques is to “work with the person in crisis towards a peaceful solution
that previously seemed impossible,” or, in other words, to reconcile a counterpart’s problems with the need
to maintain the peace for society at large.
Using active-listening techniques, maintaining an open-minded approach, and building rapport to influence
one’s counterpart are just a few of the “skills negotiators use to transcend these unique incidents and
[which] are applicable to a variety of other [negotiating] situations.”
Important police negotiation techniques that the NYPD Hostage Negotiations Team has identified for
future hostage negotiators also have applicability to the kinds of value-creating, integrative
negotiations business negotiators undertake during the course of their careers, and should be included in
any crisis negotiation training a negotiator pursues.
Here are the essential crisis negotiation skills of a NYPD HNT Negotiator:
Crisis Negotiation Skills #1. “Talk to Me”
The NYPD HNT’s motto, “Talk to Me,” emphasizes communication as an essential police negotiation
technique for their crisis negotiators, and for good reason. Opening up avenues of communication to your
counterpart signals that you are ready to listen, an integral first step to building rapport between negotiating
counterparts by “build[ing] trust…as well as display[ing] empathy,” which can lead to further mutual gains
at the bargaining table as the negotiation progresses beyond the initial stages.
Crisis Negotiation Skills #2. Patience
Not only is it important to allow your counterpart a forum to air concerns during a hostage negotiation, it
is also critical for the crisis negotiator to be patient and “avoid jumping to conclusions and rushing quickly
towards a resolution.” The patient negotiator seeks to build rapport so as to influence her counterpart’s
actions; if she ignores this process, she greatly hinders her ability to influence her counterpart and resolve
the situation in a peaceful manner.
Crisis Negotiation Skills #3. Active Listening
The NYPD Hostage Negotiations Team calls “active listening” an affective and effective skill. Active
listening is an affective skill when it is used to build trust and rapport between negotiating parties with the
effective byproduct of this process resulting in information gathering, which can help maintain an open
dialogue with your negotiating counterpart.
Crisis Negotiation Skills #4. Respect
Active listening and patience are high on the list of the NYPD HRT’s conflict resolution tactics. Both result
in your counterpart feeling she is respected and that her concerns are being heard and addressed.
Crisis Negotiation Skills #5. Calm
Displaying calm in the midst of a heated crisis negotiation is perhaps one of the most critical police
negotiation techniques a hostage negotiator can master, because “the negotiator’s actions are contagious
and . . . using a calm, understanding, and respectful tone is what helps the subject realize there is an
alternative way out.”

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Crisis Negotiation Skills #6. Self-Awareness
Self awareness for the NYPD HNT involves the dual realization that the crisis negotiator must establish a
relationship with a complete stranger while keeping her communication strategic and purposeful in nature.
Crisis Negotiation Skills #7. Adaptability
A police negotiation technique that all skilled negotiators should possess in their negotiation skills
repertoire is the ability to adapt to changing circumstances and to respond to those circumstances in a way
that preserves the relationship they have built with their counterpart while also bringing them closer to
their negotiation goals. As the NYPD HNT points out, “crisis and hostage negotiation is not a ‘cookie-
cutter’ design where the same approach and actions are used each time in an identical way,” and, indeed,
no skilled negotiator would ever approach the bargaining table with this mindset.
While negotiations are never uniform or universal, the relationship building and communication skills
advocated by integrative bargainers do apply in nearly every negotiation scenario you can imagine.
Though not often fraught with the emotional complexity of a hostage negotiation, business
negotiations still rely upon trust, rapport, and a mutual sense of respect in order to make the deal happen.
Likewise, when dealing with difficult people in your daily life, active listening and a respectful, calm
demeanor are proven techniques for preserving your relationship with your counterpart while also
addressing her concerns in a thoughtful way.

KIDNAPPING FOR RANSOM, BOMBING AND RELATED TOPICS

The mankind faces a new overview to legally handle with the hyper-connected society, in which personal
data and privacy are closely related. This globalization affected directly the criminality, both in its
extension and in its structure and occurrence, entailing the occurrence of new criminal conduct, such as
the ransomware. The problem is that, the few existent legislations do not successfully encompass the
kidnap of personal data for ransom. In this regard, this paper proposes an analysis on the vulnerability of
personal data in the New Information Technologies and the Communication, the scope is to analyze the
conduct and propose new solutions, aiming to bring more legal certainty to this issue. This new
criminological reality deserves reflection, therefore, the present paper will adopt the comparative-
deductive method to examine what the existent doctrine and jurisprudence state, in order to assess the
necessity (or not) of the creation of a specific criminal legislation for privacy and personal data security of
the Internet’s user. The main result found is the necessity of the creation of an autonomous field of Criminal
Cyber Law to handle with the offensive conducts against information and the legislative evolution
demanded to offer specific solutions to RANSOMWARE, which is a new conduct, extremely different
from the extortion and kidnapping that society is used to, typical in this new reality where the Information
Society lives.

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BASIC CONCEPT OF CRISIS MANAGEMENT
Crisis management is the application of strategies designed to help an organization deal with a sudden and
significant negative event. A crisis can occur as a result of an unpredictable event or an unforeseeable
consequence of some event that had been considered as a potential risk.
Crisis management is the application of strategies designed to help an organization deal with a sudden and
significant negative event.
A crisis can occur as a result of an unpredictable event or an unforeseeable consequence of some event that
had been considered as a potential risk. In either case, crises almost invariably require that decisions be
made quickly to limit damage to the organization.
The nature of the potential damage varies based on the nature of the crisis. In most cases though, a crisis
can affect health or safety, the organization's finances, the organization's reputation, or some combination
of these. A devastating fire could be a crisis that puts the organization's finances in jeopardy. However, if
the fire occurs during business hours, then the fire might also jeopardize health and safety since employees
may find themselves in harm's way.
Crisis management goals
Crisis management seeks to minimize the damage a crisis causes. However, this does not mean crisis
management is the same thing as crisis response. Instead, crisis management is a comprehensive process
that is put into practice before a crisis even happens. Crisis management practices are engaged before,
during and after a crisis.

Recovery crisis management vs. risk management

Before a crisis begins, pre-crisis planning aims to identify risks and then find ways to mitigate or lessen
those risks. It is important to note, however, that crisis management and risk management are two different
things. Risk management means looking for ways to minimize risks. Crisis management involves figuring
out the best way to respond when an incident does occur. As such, risk management is an important part
of crisis management, but crisis management covers incident response, whereas risk management usually
does not.

Stages of a crisis

Warning and risk

assessment. As important
as it may be to identify risks
and plan for ways to
minimize those risks and
their effects, it is equally
important to establish
monitoring systems that can
provide early warning

30
signals of any foreseeable crisis. These early warning systems can take a variety of forms and differ widely
based on the identified risks.

Some early warning systems might be mechanical or electronic. For instance, thermography is sometimes
used to detect a build-up of heat before a fire starts. Other early warning systems may consist of financial
metrics. For example, an organization might be able to anticipate a substantial drop in revenue by
monitoring its customers' stock prices.

The key to effective pre-crisis planning is to involve as many stakeholders as possible. That way, all areas
of the organization are represented in the risk identification and risk planning process. Corporate crisis
response teams often include representatives from the organization's legal, human resources (HR), finance
and operations staff. It is also customary to identify someone to act as a crisis manager.

Crisis response and management. When a crisis occurs, the crisis manager is responsible for directing
the organization's response in accordance to its established crisis management plan. The crisis manager is
usually also the person who is tasked with communicating to the public.

If a crisis affects public health or safety, then the crisis manager should make a public statement as quickly
as possible. In a public crisis, the media will inevitably seek out employees for comment. It is important
for the organization's employees to know ahead of time who is and is not authorized to speak to the media.
Employees who are allowed to speak to the media must do so in a manner consistent with what the crisis
manager is saying.

Post-crisis and resolution. After a crisis subsides and business begins to return to normal, the crisis
manager should continue to meet with members of the crisis management team, especially those from the
legal and finance departments, to evaluate the progression of the recovery efforts. At the same time, the
crisis manager will need to provide the latest information to key stakeholders to keep them aware of the
current situation.

Following a crisis, it is also important for the crisis management team to revisit the organization's crisis
management plan with the goal of evaluating how well the plan worked and what aspects of the plan need
to be revised based on what was learned during the crisis.

Best practices for managing a crisis

The field of crisis management is generally considered to have originated with Johnson & Johnson's
handling of a situation in 1982, when cyanide-laced Tylenol killed seven people in the Chicago area. The
company immediately recalled all Tylenol capsules in the country and offered free products in tamper-

31
proof packaging. As a result of the company's swift and effective response, the effect to shareholders was
minimized and the brand recovered and flourished.

Today, virtually all major corporations, nonprofit agencies and public sector organizations use crisis
management. Developing, practicing and updating a crisis management plan is a critical piece of ensuring
a business can respond to unforeseen disasters. The nature of the crisis management activities can vary
however, based on the organization type. For instance, a manufacturing company will likely need a crisis
management plan for responding to a large-scale industrial accident, such as an explosion or chemical spill,
whereas an insurance company would be far less likely to face such risks.

Of course, it doesn't take something as dramatic as an industrial accident to require the activation of a crisis
management plan. Any event that has the potential to damage the organization's finances or reputation,
may be cause for putting the crisis management plan into action.

TYPE OF CRISIS
n abrupt and unforeseen event that leads to the restlessness amongst the individuals of an organization is
called an organizational crisis. In general, a crisis can be any occurrence which causes an unstable and
dangerous situation and affects a community, a group of people or whole society. A crisis usually happens
at a short notice and triggers the feeling of fear and threat which cause a sequence of unexpected events.
A crisis creates situations where time is short and a quick and effective decision has to be taken.

In addition to this, crisis cause elements of surprises, where no one can predict the outcome of a particular
step. crisis cause lack of stability in the work environment and make the situation worse. crisis don’t only
happen in organizations but they are also a part of everyone’s life. There are times when we find ourselves
in deep waters. For example, you have only 10,000 bucks in your bank account and you will have to pay
for your college fees by tomorrow which is 50,000 bucks and nobody is ready to help you with the rest of
the amount. This is one example of a personal crisis.

crisis is becoming very frequent

because of the different means of
communication and the intervention
of the internet in every field. A good
way to protect an organization from
crisis situation is by preparing before
it arises. If you take extra measures
to prepare for the future crisis, you
will be less likely to face negative
consequences. The process or
system by which such unexpected
and threatening situations are dealt
with is called crisis management. In
this article, you will learn and
understand different types of crisis
and also learn how to deal with such crisis effectively. Followings are the different types of crisis.

32
1) Technological crisis :

Nowadays most of the business work

depends on technology. Any breakdown
in technological appliances creates
hindrance in the service of customers.
Let us take a very simple example of a
coffee shop. The business of coffee shop
entirely depends on the coffee machine.
On some days when the coffee machine
gets out of order the entire business
slows down and customers go cranky.

Let us understand this crisis using one

well known example. Imagine what will
happen if someday servers of
“Instagram” get compromised and all of
your beautiful “no-filter” photographs get deleted. Happening of such crisis will be termed as a
technological crisis. Mostly, a technological crisis includes hardware failure, software gets compromised
by software or industrial accident. To deal with such situations, management should try to mitigate the
losses and ensure a plan to get things back to normal as soon as possible.

2) Financial crisis:

Financial crisis happens when an

organization is hit by the sudden loss of a
large amount of money. Financial issues such
as bankruptcy, revenue losses, inflation or
sudden change of trend in the market can
cause the financial crisis in an organization.
Financial crisis can happen in any
organization. This type of crisis is very
difficult and damaging for the entire
organization. Customers can lose their trust if
the financial crisis are not handled carefully
and quickly.

These types of crisis make the negative

reputation of the organization in the market
and inefficiency to handle such crisis can
cause permanent damage that may lead to the
permanent shut down of the business.
Keeping a certain amount of funds aside for such situations is one solution. other than that, management
should take important decisions such as changing business as per market requirement, upgrading and
mobilizing requisite funds etc.

33
3) Natural crisis:

Natural crisis takes place because of the

occurrence of natural phenomena such as
earthquake, volcano, floods, storms or any other
act of nature.

Damages caused by these calamities are

classified as a natural crisis. Natural crisis are not
in the hands of anyone. These crisis can be on
large scale. The best way to deal with such crisis
is by planning for them beforehand, such as,
building an earthquake resistant building,
making emergency exit doors and providing
training to employees for what to do and not to
do under such circumstances.

4) A crisis of malice :

The success of any business attracts many

adversaries. Every business has its competitors
and usually, companies play tactics to become better from one another and get better business. Healthy
competition is good and it gives room to grow. However, sometimes some competitors forget where to
stop and play real nasty tactics to ruin the image of their opponent.

This could include hacking into the website of the company and posting wrong information about it,
tampering with the product or software of the company or spreading rumors. These types of crises are
difficult to handle and they require utmost expertise to clear out.

5) A crisis of deception:

In an organization, when thousands of people work together, it becomes difficult to keep the important
information secret. A crisis of deception can prove to be outlandish for an organization. A person from the
organization itself misrepresents the information about the organization with the intent of causing harm to
the organization. These situations can be handled by discussing the matter with the legal practitioner and
taking the required steps to mitigate the damage.

6) Confrontation crisis:

These types of crisis happen when a group of people

or an individual have certain demands and they fight
against the organization, institute or government to
make them accept their demands and fulfill their
expectations.

The common methods confrontation crises are

boycotts, strikes, blockade or occupation of a
workplace, picketing outside the organization, giving
an ultimatum to the people in authority, destroying the
property of the organization. There is no cooked way
to deal with such situations. However, taking the help
of police and law might help to deal with confrontation crisis.

34
7) A crisis of organizational misdeeds:

A crisis of organizational misdeeds happens when the management take decisions without taking
precautions which are not favorable for the employees or the stakeholders. These type of crises leads to
court cases and cause financial as well as reputational damage to the organization. A crisis of organizational
misdeeds can be classified in three categories such as,

1) crisis of deception: this crisis takes place when the member from the management do something
malicious which affects the people associated with the organization.

2) A crisis of skewed management values: a decision taken for short time economic gains by neglecting
long term social values and staking stakeholder’s money.

Advertisement report
3) A crisis of management misconduct: these types of crisis happen when management takes immoral and
illegal actions.

8) Workplace violence:

These types of crisis happen very frequently among the

labor class of the organization. When employees of an
organization fight within the premises of the organization
and disturb the work – environment is called workplace
violence. It is a crisis which has long term influence and
also disturbs the mental health of employees within an
organization and it should be dealt with harshly.

CRISIS MANAGEMENT

What Is Crisis Management?

Crisis management can be defined as the planning, implementation and monitoring of strategies that are
put in place to help an organization deal with a significant negative event.
Crises can come from a multitude of sources, and can strike at any time. Whether they are the result of a
natural disaster, employee misconduct, or workplace violence, mishandling a crisis can have disastrous
effects on your company.
Many organizations attempt to protect themselves from a crisis by undergoing a vulnerability audit. They
hire an outside company, such as Tucker/Hall, to come in and assess the company’s ability to deal with the
potential crises they could face.
At Tucker/Hall, our vulnerability audit process begins with one-on-one interviews with management and
various key staff members. We typically will do a site inspection to look at critical operations in order to
get a better understanding of any possible vulnerabilities.
Once the possible risks are analyzed, we then begin to create a plan and prepare your employees for the
possibility of disaster. Key personnel will receive specialized training so they will be able to communicate
with various stakeholder groups, including the media, should crisis strike. We also work with senior
management to establish and maintain reporting relationships that encourage flexible and up to date
communication strategies.
35
We also conduct ‘stress-tests’ that simulate crisis-like environments in order to test your plan and your
team and see how they would react in a stressful situation. Plans, roles and team members can then be
adjusted accordingly to make sure the company is as prepared as possible.
However, many businesses don’t take the time to prepare. While this makes managing a crisis more
difficult, it is still possible to minimize damage on your company, reputation, employees and customers.
If you must go to court, it is essential to have a crisis management team by your side. Even if you win the
judge and jury’s favor, you could lose public opinion if communications about the litigation is not handled
properly. Tucker/Hall has experience working with litigators and legal teams in order to create and apply
effective communication strategies inside and outside of the court room.
Cybersecurity issues and hacking have been on the rise in recent years. Tucker/Hall is ready to help your
team plan, prepare, respond, and recover from any sort of cyber exploitation, data theft, digital fraud and
other cyber security breaches. We work with your team, security consultants, law enforcement agencies,
and the media, in order to mitigate damages and prevent or recover from a negative situation.
Because every organization and every situation is completely unique, there is no “one-size-fits-all” solution
for managing a crisis. However, throughout the years our team at Tucker/Hall has helped hundreds of
organizations manage their particular crises. This experience, coupled with our dedication to understanding
and promoting your organization’s long-term reputation, is what sets Tucker/Hall apart from the
competition.

THE SWAT MODEL OF TACTICAL CRISIS MANAGEMENT

This is a stand-alone document, unaccompanied by a model policy, designed to explore the primary issues
surrounding special weapons and tactics (SWAT) teams. Following extensive research, the National Law
Enforcement Policy Center concluded that a discussion of the issues surrounding this important topic
would be more beneficial than development of a model policy, given opposing professional views on basic
considerations surrounding this topic. This document isolates and examines the predominant issue areas
with the intention of providing law enforcement executives with essential information to make informed
decisions—whether that is to implement a policy or to reject or defer decision making on this matter

CURRENT ISSUES AND PROBLEM ON CRISIS MANAGEMENT

CONTEMPORARY PROBLEMS RELATED TO CRISIS MANAGEMENT OF
ORGANIZATIONS
discusses important issues related to crisis management of organizations. Organizations' rebalancing
and maintenance of upward growth face a number of challenges such as: continuous monitoring of
the environment and vulnerability analysis of organizations to crisis, stimulation of innovation and
expansion of the possibilities in terms of scarce resources, shortening the time for
response and maximum use of the internal potential for development, etc. Crisis management assists the
organization in solving the most important tasks related to its successful operation under crisis conditions
- determination of first alerts, analysis of the areas that deserve a stronger focus. Change stimulation,
balance in the organization and continuous learning within the organization are of great importance as far
as crisis management is concerned.

PNP RULE OF ENGAGEMENT

le 8: Moving vehicles
Rule 9: Things to be done after an armed confrontation
Rule 10: Jurisdictional investigation by the territorial unit concerned
Rule 11: Arrest
Rule 12: Search and seizures
36
Rule 13: Crime Scene Investigation
Rule 14: Undercover operations
Rule 15: Custodial investigation
Rule 16: Inquest procedures
Rule 17: Rules on labor disputes, rallies, demonstrations, and demolitions
Rule 18: Strikes, lockouts, and labor disputes
Rule 19: Demolition orders, injunctions, and other similar orders
Rule 20: Checkpoints
Rule 21: Civil disturbance management operations
Rule 22: Hostage situation
Rule 23: Aviation security procedures
Rule 24: Internal security operations
Rule 25: Bomb threat and bomb incident emergency response procedures
Rule 26: Computer crime incident response procedure

Rule 1: POLICE BLOTTER

Each PNP operating units shall maintain an official police blotter where all types of operational and
undercover dispatches shall be recorded containing the five “W”s and one “H” of an information.

Rule 2: INTER-UNITS COORDINATION

Team Leaders of Local Police Units operating outside their AOR and National Support Units shall
coordinate personally or through an official representative with the concerned territorial Police Office
within whose jurisdiction the operation will be conducted using the prescribed Coordination Form
(ANNEX-A Refer to page xii) prior to the launching of the operation, except in cases of hot pursuit where
the inter-unit coordination through the written form cannot be made due to the nature and urgency of the
situation. In such case, the Police Unit in pursuit shall endeavor to notify the territorial unit by any means
of appropriate communication at anytime during the hot pursuit and if not possible, shall accomplish and
furnish the territorial Police Unit a written incident report immediately after the termination of that
particular pursuit operation. Hot Pursuit – (also termed in the US as fresh pursuit) shall mean an immediate,
recent chase or follow-up without material interval for the purpose of taking into custody any person
wanted by virtue of a warrant or one suspected to have committed a recent offense while fleeing from one
police jurisdiction to another, necessitating the pursuing Police Unit to cross jurisdiction boundaries that
will normally require prior official personal inter-unit coordination but which the pursuing unit cannot at
that moment comply with due to the urgency of the situation.

Rule 3: BASIC REQUIREMENTS OF POLICE INTERVENTION OPERATIONS

Generally, all police intervention operations (arrest, raid, search and seizure, checkpoint, etc) shall be
conducted:
a. With a marked police vehicle;
37
b. Preferably led by a Commissioned Officer;

c. With personnel in proper police uniform

Rule 4: WARNING BY USE OF MEGAPHONES
During actual police intervention operations, if feasible, the team leader shall use all peaceful means,
including the use of megaphone or any other similar means, to influence/warm the offenders/suspects to
stop and/or peacefully give up.
Rule 5: WARNING SHOTS
The police shall not use warning shots during any police intervention.
Rule 6: USE OF DEADLY FORCE
The excessive use of force shall be avoided. The use of firearm is justifiable by virtue of the Doctrines of
Self-Defense, Defense of Relative, and Defense of Stranger, and if the police has probable cause to believe
that the suspect poses an imminent danger of death or serious physical injury to the police or other persons.
Rule 7: REASONABLE FORCE
During an armed confrontation, the police may use reasonable force to overcome the threat posed by the
suspect. However the Officer-in-Charge of the operation shall at all times exercise control over his men in
the area, and shall ensure that no innocent civilian is caught in the crossfire.
Rule 8: MOVING VEHICLES
Moving vehicles may not be fired upon solely to disable them the driver or other occupant of moving motor
vehicle may be fired upon if the police has probable cause to believe that the suspects pose an imminent
danger of death to the police or other persons, and the use of firearm does not create a danger to the public
that outweighs the likely benefits of its use.
Rule 9: THINGS TO BE DONE AFTER AN ARMED CONFRONTATION
Immediately after an armed confrontation, the Officer-in-Charge shall:
a. Secure the site of confrontation;
b. Check whether the situation still poses imminent danger;
c. Evacuate the wounded to the nearest hospital; and
d. Account for the killed, wounded and arrest persons for proper disposition
Rule 10: JURISDICTIONAL INVESTIGATION BY THE TERRITORIAL UNIT CONCERNED
The Police Unit which has territorial jurisdiction of area of the armed confrontation, together with the
SOCO team, if any, shall immediately undertake the necessary investigation and processing of the scene
of the encounter. In cases where there is a slain suspect, it shall submit the incident for inquest before the
duty inquest prosecutor prior to the removal of the body from the scene, except in areas where there are no
inquest Prosecutors. In which case, the police can proceed with the investigation.

38
SPECIAL PROCEDURES
Rule 11: ARREST
All arrests should be made only on the basis of a valid warrant of arrest issued by a competent authority,
except in cases specified under the Doctrine of Citizens Arrest (Sec. 5, Rule 113, Rules on Criminal
Procedure). Arrest is the actual restraint of the person to be arrested or by his submission to the custody of
the person making the arrest. No violence or unnecessary force shall be used in making an arrest, and the
person to be arrested shall not be subjected to any greater restraint than is necessary for his detention.
SEC. 1. Time of Arrest – As a general rule, arrests may be on any day at any time of the day or night.
SEC. 2. Modes of Arrest – An arrest may be made by virtue of a Warrant of Arrest, or without a warrant
as hereinafter provided.
SEC. 3. Execution of Arrest – The head of the office to whom the warrant of arrest has been delivered for
execution shall cause the warrant to be executed within ten (10) days from receipt. Within ten days after
the expiration of such period, the officer to whom it was assigned for execution shall make a report to the
judge who issued the warrant and, in case of his failure to execute the same, shall state the reasons therefore.
SEC. 4. Arrest by Virtue of a Warrant of Arrest –
a. it shall be the duty of the officer executing the warrant to arrest the accused without unnecessary delay
and deliver him to the nearest police station or jail.
b. When making an arrest by virtue of a warrant the officer shall inform the person to be arrested of the
cause of the arrest and of the fact that a warrant has been issued for his arrest, except when he flees or
forcibly before the officer has the opportunity to so inform him or when the giving of such information
will imperil the arrest. The officer need not have the warrant in his possession at the time of the arrest but
after the arrest, if the person arrested so requires the warrant shall be shown to him as soon as practicable.
SEC. 5. Arrest Without a Warrant; When Lawful – A peace officer or
A private person may, without a warrant, arrest a person:
a. when in his presence, the person to be arrested has committed, is Actually committing, or is attempting
to commit an offense;
b. When, an offense has just been committed and he has probable cause to believe, based on personal
knowledge of facts or circumstances, that the person to be arrested has committed it; and
c. When the person to be arrested is prisoner who has escaped from a penal establishment or place where
he is serving final judgment or temporarily confined while his case is pending, or has escaped while being
transferred from one confinement area to another.

SEC. 6. Duties of Arresting Officer in Case of Arrest Without a

Warrant –
a. The arresting officer shall inform the subject or suspect, in the dialect or language known to him, why
he is being arrested, and of his right to remain silent and to have a counsel of his own choice, to be inform
of his authority and the cause of the arrest, unless the person to be arrested is then engaged in the
commission of an offense or is pursued immediately after its commission or after and escapes; or flees or
forcibly resists before the officer has opportunity to so inform him, or when the giving of such information
will imperil the arrest.

39
b. The arrested person shall be delivered to the proper authorities without unnecessary delay and within
the time prescribed in article 125 of the Revised Penal Code, as amended (12, 18, or 36, hours, as the case
may be ).
c. The person arrested without a warrant shall be delivered to the nearest police station or jail, and shall
be the subject of inquest proceedings under Section 7, Rule 112 of the 2000 Rule of
Criminal Procedure.
d. If the person arrested without a warrant waives his right to remain to silent under the provisions of Art
125 of the Revised Penal Code and opts to give a statement and present evidence for his defense, the
arresting officer shall ensure that the waiver made by the person arrested shall be in writing and in the
presence of his counsel of choice.
SEC. 7. Physical of Arrested Person/ Suspect – Immediately after arrest of person ordered arrested by the
court, or of a suspect under investigation, he should be subjected to a physical examination by a medico-
legal officer or, in the absence of such medico-legal officer, by any government physician in the area. Prior
to is release or any change of custody, the suspect shall also be physically examined.
SEC. 8. Prohibitions – No torture, force, violence, threat, intimidation, or any other means which violates
the free will shall be used against a suspect. Secret detention places, solitary confinement (incommunicado)
or other similar forms of detention shall be prohibited.
SEC. 9. Record Check – The officer shall make a record check for the possibility that the arrested person
is wanted for crimes other that for which the same was arrested.
Rule 12: SEARCH AND SEIZURES
SEC. 1. Search Warrant Defined – Ii is an order in writing issued in the name of the People of the
Philippines, signed by a judge and directed to peace officer, commanding him to search for any property
described therein and bring it before the court.
SEC. 2. Requisites for Issuance of Search Warrant – A search warrant shall be issued only upon probable
cause in connection with one specific offense to be determined personally by the judge after the
examination under oath or affirmation of the complainant and the witnesses he may produce, and
particularly describing the place to be searched and the things to be seized.
The following are the properties subject to seizure;
a. Properties which are the subject of the offense;
b.Stolen embezzled proceeds, or fruits of the offense
c. Objects including weapons, equipment and other items used or intended to be used as the means of
committing an offense;
d.Objects that are illegal per se in plain view.

SEC. 3. Applications for Search Warrant - All application for search warrant shall be approved by a duly
designated officer. The application shall be recorded in a log book. The application shall indicate the
following data:
a. Office applying for the Search Warrant;
b. Name of officer-applicant;
c. Name of the subject, if known;

40
d. Address/place(s) to be searched;
e. Specific statement of things/articles to be seized; and
f. Sketch of the place to be searched.
SEC. 4. Authority Given to Officer in the Conduct of Search (Sec. 7 & 13, Rule 126 of the 2000 Rules of
criminal Procedure as amended) – in the conduct of search, if after giving notice of this purpose and
authority the officer is refused admittance to the place of search, he may break open any outer or inner
door window or any part of a house or anything therein to execute the warrant or liberate himself or any
person lawfully aiding hi when unlawfully detained therein.
SEC. 5. Prohibited Acts in the Conduct of Search
a.House, rooms, or other premises shall not be searched except in the presence of lawful occupant thereof
or any member of his family or in the absence of the latter, in the presence of two (2) witnesses of sufficient
age and discretion residing in the same locality.
b. Lawful personal properties, papers and particularly described in the search warrant shall not be taken.
SEC. 6. Validity of Search Warrant – The search shall be valid for ten (10) days from date of issuance.
Thereafter, it shall be void.
SEC. 7. Receipt for the Property Seized – The officer seizing property by virtue of the warrant shall give
a detailed receipt for the same top the lawful occupant of the premises in whose presence the search and
seized was made, or in the absence of such occupant, shall, in the presence of at least two (2) witnesses of
sufficient age and discretion residing in the same locality, leave a receipt in the place in which he found
the seized property in the absence of the lawful owner.

SEC. 8. Valid Warrant-less Searches and Seizures –

1. Search made incidental to a valid arrest. Moreno vs. Ago Chi, 12 Phil 439, 422 (1909) “An officer
making a lawful arrest by virtue of a warrant or under the doctrine of warrant-less arrest may take from the
person arrested any money or property found upon his person which was used in the commission of the
crime or was the fruit of the crime or which might furnish the prisoner with the means of committing
violence or escaping, or which may be used in evidence in the trial of the case….”

2. Search of moving vehicles. Carroll V. United States, 267 U.S. 132, 153 (1925) says: “ the guaranty of
freedom from unreasonable searches and seizures is construed as recognizing a necessary difference
between a search of adwelling, house or other structure in respect of which a search warrant may readily
be obtained and a search of a ship, motorboat, wagon, or automobile for contrabands goods, where it is not
practicable to secure a warrant, because the vehicle can be quickly moved out of the locality or jurisdiction
in which the warrant must be sought”
3. Seizure of goods concealed to avoid duties. Uykheytin V Villareal, 116 U.S. 746 (1886); Papa V Mago,
22 SCRA 857 ( February 28, 1968); Pacis V Pamaran, 56 SCRA 16 (March 15, 1974).
4. Seizure of evidence in plain view. Harris V United States, 390 U.S. 234, 236 (1968) says that any object
“ falling in the plain view are subject to seizure and may be introduced as evidence.”
5. When there is waiver of the right or there is consented. De Garcia V Locsin, 65 Phil. 689, 694-5 (1938)
says: It is well-settled that to constituted a waiver of a constitutional right, it must appear, first that the right
exists; secondly, that the person involved had knowledge, either actual or constructive, of the existence of
such right; lastly, that said person had an actual intention to relinquish the right” Thus, where accused has

41
voluntarily surrender his gun, he cannot claim illegality of the seizure. People V. Agbot, 106 SCRA 325,
331 (L-376541, July 31, 1981=================
Rule 13: CRIME SCENE INVESTIGATION
SEC. 1 It is the conduct of processes, more particularly the recognition, search, collection, handling,
preservation and documentation of physical evidence to include the identification and interview of
witnesses and the arrest of suspect/s at the crime scene.
SEC. 2. Upon receipt of a report/complaint of a crime incident, the desk officer shall:
a. Record the time the report/complaint was made, the identity of the person who made the report, place of
the incident and a synopsis of the incident.
b.Inform his superior officer or the duty officer regarding the report.
SEC. 3. First Responders – Any police who first arrives at the crime scene and shall endeavor to protect
and secure the same as follows:
a. Cordon off the crime scene with whatever available materials like ropes, straws, human barricade, police
line, if available, etc.
b. Evacuate injured persons to the nearest hospital;
c. Prepare to take the “dying declaration” of severely injured person, if any;
d. Prevent entry/exit of persons within the condoned area; and
e. Prepare to brief the investigators of the situation upon their arrival.
SEC. 4. Crime Scene Investigation Proper-
a. Receipt of Briefing and Designation of Command Post.
The team leader upon arrival at the crime scene receives the briefing from the first responder and shall
immediately designate a command post which ideally located adjacent to the scene where the evidence
custodian stays and receives the pieces of evidence turned over to him for safe keeping by the other
evidence collectors.
b. Initiation of Preliminary Survey. The team leader makes a general assessment of the scene, takes a
cautions walk-through of the crime scene, takes down extensive notes to document important factors, and
establishes the evidence most likely to be encountered. He then defines the extent of the search area, and
determines personnel and equipment needed, and makes specific assignments. From his assessments, he
develops a general theory of the crime scene.
c. Preparation of Narrative Report. The team leader uses the systematic approach in making a narrative
report. No item is too insignificant to record if it catches one’s attention.
d. Documentation of the Crime Scene. The photographs as soon as possible. The evidence collectors do
not touch or move any evidence once it is located until it has been identified, measured, recorded and
photographed, sketches supplement the photographs. The best tool in documenting the crime scene is the
use of video camera.
e. Crime Scene Sketches. A rough sketch is prepared indicating the actual measurement of things with
scale and proportion observed and oriented to the North Pole. All necessary information are placed in the
sketch.
f. Detailed Search. The search for physical evidence is done using the accepted methods of search
depending upon the actual location to be searched.

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g. Collection of Physical Evidence. The team leader is always informed of significant evidence located.
The evidence collector shall put his initial, location and date of collection on the item and turn it over to
the evidence custodian for documentation and safekeeping. In cases where the evidence encountered needs
special processing due to significant or sensational cases, the Scene of the Crime Operation (SOCO)
specialists of the Crime Laboratory shall be requested.

h. Conduct of Final Survey. The team leader makes a final review of the crime scene to determine whether
or not the processing has been completed.
i. Release of the Crime Scene. The release of the crime scene shall be done if the investigator is satisfied
that all pieces of evidence have been recovered. Thus, the investigator must evaluate the items recovered
from the results of interrogation of the suspects and the interview of the witnesses. He must bear in mind
that upon the formal release of the crime scene to the proper authority, a warrant is already required for his
re-entry to the crime scene.
SEC. 5 . Conduct of Interview- While the crime scene is being processes, the team leader shall designate
other members to look for witnesses and immediately conduct interview. The assigned investigator shall
jot down important facts for future reference.
SEC. 6. Arrest of Suspect/s- Upon arrival at the crime scene, the team leader shall endeavor to arrest the
suspect/s if he is still at the crime scene or the first responder did not arrest the suspect/s. The suspect/s
shall be secured and shall be separated from the other witnesses.

Rule 14: UNDERCOVER OPERATIONS

SEC. 1 Scope of Undercover Operations- Undercover operations shall involve the collection of information
to support investigative law enforcement action, counter-intelligence operations, and other management
usage.
SEC 2. Usage of Information Obtained from Undercover Operations- Information obtained from
undercover operations shall be treated only as “lead” for further case build-up or to serve as basis for further
evidence-gathering to substantiate specific indictable legal case or cases against the suspect or suspects,
and therefore, in no uncertain terms shall it be used or considered as evidence in court nor a cause for any
immediate active law enforcement action.
SEC. 3. Mission Orders- All personnel on undercover operations shall carry at all times mission
orders/slips duly approved by their immediate supervisors and filed appropriately with their respective
offices.
SEC. 4. Restriction- Undercover operatives on mission shall confined their operations to the specific
case(s) assigned to them.
SEC. 5. After-Mission Report- The undercover operation shall submit immediately his report upon
completion of mission.

Rule 15: CUSTODIAL INVESTIGATION

SEC. 1. Custodial Investigation- Custodial investigation shall refer to the stage where the investigation
conducted by law enforcers is no longer a general inquiry into an unsolved crime and has begun to focus
on a particular suspect who had been taken into custody by law enforcement officers who carry out a
process of interrogation that lends itself to eliciting incriminating statements. It shall also refer to instances
when suspect is taken into custody or otherwise deprived of his/her freedom of action in any significant
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manner. Custodial investigation shall also include any questioning or probe involving a person “invited”
by a law enforcement officer in connection with an offense he/she is suspected to have committed. It is the
investigation of a suspect arrested without a warrant; as such the police is duty-bound to file a case against
him within the reglementary period, strictly adhering to his constitutional rights as hereinafter provided.
SEC. 2. Rights of the Suspect under Custodial Investigation- The following rights of the arrested person
shall be observed by the investigator during custodial investigation as embodied under RA 7438. The
suspect shall be appraised of his right (Miranda Doctrine), to wit:
a. That he has the right to remain silent;
b.That if he waives his right to remain silent, anything he says can be used in evidence for or against him
in court;
c. That he has the right to counsel of his own choice; and that if he cannot afford one, he shall be provided
with an independent and competent counsel; and
d.That he has the right to be informed of such right.
SEC. 3 Waiver- In the event that the suspect waives his right under Art 124 of the RPC, such waiver must
be made in writing and duly signed by him and by the counsel of his own choice or by a competent and
independent counsel provided for him if he can not afford one.
SEC. 4. Detention- Detention prisoner/s shall be locked up as may be necessary to secure his safety and
prevent his escape.
SEC. 5. Transporting Detention Prisoner-
a. If transported by jeep, the subject must be seated in the right rear seat and one PNP escort personnel
shall sit at the rear on the left side facing the subject. Secure hands of subject under his knees.
b. If transported by sedan, subject must be seated on the left rear seat and the PNP escort personnel shall
sit on the right rear seat. Hands of the subject should be secured under his knees.
c. In no case should a Detention Prisoner be transported using public utility land vehicles that are not
exclusively rented for the purpose.
d. In no case shall a high-risk Detention Prisoner be transported without proper escort and restraining
devices.
e. Female and juvenile delinquent detainees shall not be transported in handcuffs, but only with necessary
restraint and proper escort, preferably aided by a female personnel.
f. In no case shall a Detention Proper be allowed out of the Detention Cell without the proper personnel
escort.
g. Transport and escort of Detention Prisoner shall be limited only from the detention cell to the proper
court for inquest or hearing or to the nearest Hospital or Clinic in case of the mandatory medical
examination prior to detention of during actual medical emergency or in court-permitted transport.
h. In no case shall a Detention Prisoner be allowed travel and escort outside the detention cell to places
devoted for recreation, worship, entertainment meals and dining and others of similar and analogous
description.
i. Detention Prisoner shall as much as possible be transported in detention prisoner uniform or proper attire
that may identify him/her as a detention prisoner.
SEC. 6. Monitoring of Cases- An investigator’s job does not end upon the filing of the case with the
prosecutor’s office. It is imperative that the case be continuously monitored up to its final resolution.

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SEC. 7. Media Presentation/Press Conference- Presentation of arrest persons before the media or the
conduct of press conference in connection with such arrest shall be done only on the following instances:
a. When the arrest is by virtue of valid warrant;
b.When the arrest is made “en flagrante delecto” or caught in the act and the crime committed is heinous.
In short, arrested persons for minor crimes even if caught in the act may not be presented before the media.
c. In cases of warrant-less arrest, presentation before the media of arrested persons under this category shall
be done only after such arrested person shall have been established by the investigating prosecutor or judge,
as the case maybe; and
d.When the arrest is incidental to the service of a valid search warrant issued by a competent court.

Rule 16: INQUEST PROCEDURES

SEC. 1. Inquest Proper- Shall refer to an informal and summary investigation conducted by a public
prosecutor in the criminal cases involving persons arrested and detained without the benefit of a warrant
issued by the court for the purpose of determining whether or not said persons should remain under custody
and correspondingly be charged in court. Where the detained person does not opt for a preliminary
investigation or otherwise refuses to execute the required waiver, the investigator shall proceed with the
inquest by submitting the suspect before the inquest prosecutor to include sworn statements/affidavits of
the complainant and the witness/es and other supporting evidence.
SEC. 2. Presence of Detained Person- The presence of the detained person who is under custody shall be
ensured during the inquest proceedings except under the following circumstances:
a. If he is confined in a hospital;
b. If he is detained in a place under maximum security;
c. If production of the detained will involve security risk; or
d. If the presence of the detained person is not feasible by reason of age, health, sex and other similar
factors.

Rule 17: RULES ON LABOR DISPUTES, RALLIES, DEMONSTRATIONS, AND DEMOLITIONS

SEC. 1. Applicable Legal Parameters- The pertinent provisions of the Public Assembly Act of 1985 (Bats
Pambansa Blg 8500), the Labor Code of the Philippines, as amended and other applicable laws, shall be
observed during rallies, strikes, demonstrations or other public assemblies. Accordingly, law enforcement
agents shall, at all times, exercise maximum tolerance. In case of unlawful aggression, only reasonable
force may be employed to prevent or repel it. The employment of teargas and water cannons shall be made
under the control and supervision of the Ground Commander. No arrest of any leader, organizer, or
participant shall be made during the public assembly, unless he violates any pertinent law as evidence
warrants.
SEC 2. General Policy –
a. The involvement of PNP personnel during strikes, lockouts and labor disputes in general shall be limited
to the maintenance of peace and order, enforcement of laws, and implementation of legal orders of the duly
constituted authorities.
b. Whenever the assistance of the PNP is necessary, elements of the local police force should be called
upon to render assistance. Such request for assistance shall be addressed to the Regional Director, National

45
Capital Regional Police Office or the Police Regional Offices. Unless directed by the President or
personally by the chairman of the National Police Commission upon consultation with the Secretary of
Labor and Employment or when requested by the latter, personnel from the Armed Forces of the
Philippines (AFP) shall not intervene nor be utilized in any labor dispute.
c. Insofar as practicable, no officer of the law shall be allowed to render services in connection with a strike
or lockout if there is question or complaint as regards his relationship by affinity or consanguinity to any
official/leader of the parties in the controversy or if he has financial or pecuniary interest therein.
d. A peace-keeping detail shall be established in the strike or lockout area when requested by the
Department of Labor and Employment (DOLE) or as the Regional Director, National Capital Regional
Police Office, City Police Office/Provincial Director, may deem necessary for the purpose of maintaining
peace and order in the area.
e. Personnel detailed as peace-keeping force in strike or lockout areas shall be in uniform, with proper
nameplates at all times. They shall exercise maximum tolerance and shall observe courtesy and strict
neutrality in their dealing with both parties in the controversy, bearing in mind that the parties to the labor
dispute are not their adversaries but their partners in the quest for industrial peace and human dignity. As
much as possible, they shall not inflict any physical harm upon strikers and/or picketers or any person
involved in the strike/lockout. When called for by the situation or when all other peaceful and non- violent
means have been exhausted, la enforcers may employ as a last resort only such means as may be necessary
and reasonable to prevent or repel an aggression.
SEC 3. Peace-keeping – The peace-keeping detail shall not be stationed in the picket (or confrontation line)
but should be stationed such that their presence may deter the commission of criminal acts or any untoward
incident from either side. The members of the peace-keeping detail shall stay outside a 50-meter radius
from the picket line. In cases wherein the 50-meter radius includes a public thoroughfare, they may station
themselves in such public thoroughfare for the purpose of insuring the free flow of traffic.
SEC 4. Additional Instructions-
a. Except as provided in these guidelines, the matter of determining whether a strike, picket or lockout is
legal or not should be left to DOLE and its appropriate agencies. PNP elements are enjoined from
interfering in a strike, picket or lockout, except as herein provided, for the sole reason that it is illegal.
b. No personal escort shall be provided to any of the parties to the controversy unless so directed by the
competent authority. Whenever escorts are to be provided to any, the other party shall be informed
accordingly. All escort shall be in uniform at all times.
c. During the pendency of a strike/lockout, the police and military personnel concerned are discouraged
from the socializing with any of the parties involved in the controversy.
d. Liaison shall be established and maintained with the representatives of DOLE, management and the
union in the strike/lockout area for the purpose of maintaining peace and order, as well as to maintain a
continuing peaceful dialogue between the parties to the strike/lockout. If possible, a monthly meeting
between the representatives of the PNP, NAPOLCOM, DOLE and concerned sectors shall be conducted
to assess and monitor compliance with and implementation of the guidelines.

Rule 18: STRIKES, LOCKOUTS, AND LABOR DISPUTES

SEC. 1. Peace-keeping Detail - The peace keeping detail shall be stationed in the picket (or confrontation
line) in such a manner that its presence may deter the commission of criminal acts from either side. The
members of the peace-keeping detail shall position themselves outside a 50-meter radius from the picket

46
line. In cases wherein the 50-meter radius includes a public thoroughfare, they may station themselves in
the public thoroughfare for the purpose of insuring the free flow of traffic.
SEC. 2. Service of Lawful Orders or Writ-
a. The service of DOLE, court, or other lawful orders or writs or writs is the primary concern of the DOLE
representative, sheriff, and representative of the government agency issuing the order, respectively. The
role of the PNP, AFP, and Bureau of Fire Protection (BFP) is only supportive. Only when specifically
stated and requested in the order or writ shall the PNP enforce such orders or writs, subject to the provisions
of paragraph 3 hereof.
SEC. 3. Prohibited Socializing – During the pendency of a strike or lockout, the police and military
personnel concerned are discouraged from socializing with any of the parties involved in the controversy.
These personnel shall not, under any pretext, accept any invitation from management personnel or union
officials or personnel involved in the controversy.
SEC. 4. Liaison - Liaison shall be established and maintained with representatives of DOLE,
management, and the union in the strike or lockout area for the purpose of maintaining peace and order
and a continuing peaceful dialogue between the parties to the strike or lockout.

SEC. 5. Prohibited Labor Activities- No public official or employee, including officers and personnel of
the PNP, shall:
a. bring in, introduce or escort, in any manner, any individual who seeks to replace strikers in entering or
leaving the premises of a strike area or
b. work in place of the strikers.

Rule 19: DEMOLITION ORDERS, INJUNCTIONS, AND OTHER SIMILAR ORDERS

SEC 1. Role of the PNP in the Enforcement of a Demolition Order-
a. Police Assistance in the enforcement or implementation of a demolition or injunction order shall be
granted only upon a written request of the Sheriff or authorized representative and accompanied by a valid
order issued by a competent court and/or with written permission from the Presidential Commission for
Urban Poor. Moreover, said police assistance shall be coordinated and cleared with the concerned mayor
before its enforcement.
b.The duties of PNP personnel in any demolition activity shall be limited to the maintenance of peace and
order, protection of life and property, enforcement of laws and legal orders of duly constituted authorities,
and to perform specific functions prescribed by law.
c. PNP personnel tasked to provide police assistance shall be in proper uniform and will be led by an officer
during the actual and legal relocation phase. They shall be limited only to occupying the first line of law
enforcement and civil disturbance control; shall not participate in the physical dismantling of any structure
subject of eviction or demolition; and shall refrain from the use of unnecessary and unreasonable force.
SEC 2. Procedures in the Enforcement of a Demolition Order-
a. PNP personnel should be informed of the prevailing situation, their tasks, strict observance of Human
Rights, and the appropriate provisions of the POP.
b.All police assistance rendered shall be officer-led, if possible by the Chief of Police who has jurisdiction
over the area and who should be present during the demolition activity.

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c. Police assistance shall be rendered only to the affected parties.

d. All personnel involved shall be in complete uniform and shall desist from the use of any violence or any
actuation that may harm, harass, or terrorize the affected parties.
e. The mode of participation shall be strictly to maintain peace and order during the entire
demolition/ejectment activity, ensuring the protection of all parties from harm and injury.
f. The deployment of tear gas and water cannon shall be applied only as a last resort, when all other peaceful
and non-violent means have been exhausted, and shall be made under proper advice and command of a
responsible or superior police officer.
g. All arrests made during the operation shall be investigated by the Station which has jurisdiction over the
area.
h. The Unit or Station concerned shall render situation reports every two (2) hours during the demolition
operation followed by a written report after a demolition activity, for reference of higher HQs.

Rule 20: CHECKPOINTS

SEC. 1. Authority to Establish Checkpoints- The establishment of permanent checkpoints must always be
authorized by the PNP and manned by uniformed PNP personnel assigned in the area. Other units directly
involved in an operation may establish mobile checkpoints in coordination with the Commander of the
Unit/Station in the area.

SEC 2. Requirements-
a. Only mobile checkpoints are authorized and they shall be established only in conjunction with ongoing
operations. Only official and marked vehicles shall be used in establishing mobile checkpoints.
b.Checkpoints may be established when there is a need to arrest a criminal or fugitive from justice.
c. The conduct of searches, seizures, and arrests in checkpoints shall be done with civility and with due
respect to innocent passer-by, commuters or bystanders.
d.The area where the checkpoints shall be established must be properly lighted and legible and clear signs
shall be exhibited to show that searches are being conducted.
e. Enforcement officers manning the checkpoints shall be in proper uniform at all times with their
identification cards and nameplates on.
f. Personnel manning checkpoints shall always be led by an Officer with the rank of Police Inspector at
least.
g. Checkpoint personnel shall not mulct, extort, or harass drivers, passengers, traders, etc.
SEC 3. Procedures to be Followed When Checkpoints are Ignored- When checkpoints are ignored, the
following shall be observed:
a. In the event that checkpoints/roadblocks are ignored and the motorist/suspects bump the roadblock in an
attempt to elude arrest or avoid inspection, the team leader shall immediately contact adjacent units to
inform them of the situation and immediately conduct dragnet operation, while those at the checkpoint
shall pursue the errant fleeing motorist.

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b.Warning shots shall be discouraged due to the confusion it may create for the driver and passengers of
the vehicle. Megaphone or police sirens shall be used instead during the pursuit. The plate number of the
vehicle shall be noted and given to other units in adjacent areas to prevent the possibility that the vehicle
may elude the pursuit operation.
c. In the event that the occupants of the vehicle open fire on the personnel manning the checkpoint,
reasonable force to overcome the suspects aggression may be employed.
SEC 4 Limitation of Searches at Checkpoints- Searches made at check or checkpoints shall be limited to
visual search and neither the vehicle nor the occupants shall be subjected to physical search. An extensive
search may be allowed only if the officers conducting the search have probable cause to believe that they
would find evidence pertaining to the commission of a crime in the vehicle to be search and there is no
sufficient time to secure a valid warrant.
SEC 5. Flagging Down or Accosting Vehicles While in Mobile Car- This rule is a general concept and
does not apply in hot pursuit situations. The Mobile Car Crew shall undertake the following, when
applicable:
a. Call the headquarters and inform it of the make or type and plate number of the motor vehicle to be
accosted including the number and, if possible, identity of occupants;
b. State the reason(s) for flagging the suspected motor vehicle;
c. Give mobile car location and direction (heading) before making actual intervention;
d. Try to get side-by-side with the suspect and check the occupants without alarming them of your purpose.
You can even overtake them and wait for them at your chosen location before stopping their vehicle;
e. Determine whether the suspects are hostile or not;
f. Make known to the suspect(s) that you are after them through the siren or megaphone;
g. Instruct the driver to pull over or stop on the side of the street;
h. Park behind the suspect’s vehicle at a discreet distance and cautiously approach the vehicle on the
driver’s side;
i. If the vehicles window heavily tinted and the occupants cannot be seen, instruct the driver to open all
windows to have a clear view of the interior of the vehicle;
j. Instruct the driver to turn off the ignition, if this was not done when he stopped;
k. The other members of the team must be on guard for any eventuality while the vehicle is being
approached.
l. Talk to the driver in a most courteous manner and inform him of the nature of his violation. Demand to
see the driver’s license, photocopies of the certificate of registration and the official receipt. Examine these
documents and counter-check the driver on the information reflected herein; m. If it concerns traffic
violations, immediately issue a Traffic Violation Receipt (TVR). Never indulge in prolonged, unnecessary
conversation or argument with the vehicle’s occupants;
n. In cases of other violations that require the impounding of the vehicle, inform the driver regarding this
situation and instruct him to follow you, after issuing the TVR; and
o. Before moving out, inform Headquarters regarding the situation/status and disposition of the person and
motor vehicle accosted.
SEC. 6. Dealing with Hostile Situation – The following are the procedures to be followed in dealing with
hostile drivers:

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a. Stopping Vehicles
1. Follow the procedure stated from (a) to (c) of Section 5;
2. Immediately request for back-up;
3. Follow the suspect and always keep him within visual range;
4. Expect that the suspect will notice your action at any time. Be prepared for a car chase or actual hostile
confrontation;
5. If the back-up is already in the vicinity, inform Headquarters that you are proceeding to accost the
suspect;
6. Inform the suspects that you are after them through the siren or megaphone and instruct the driver to
pull over or stop on the side of the street;
7. Park at a discreet distance behind the suspect’s vehicle;
8. While the vehicle is being approached, the other members of the crew and back-up must be on guard for
any eventuality. Overreactions should be avoided;
9. If the vehicle’s windows are heavily tinted and the occupants cannot be seen, instruct the driver to open
all windows for a clear view of the vehicle’s interior;
10. Direct the driver and other occupants of the vehicle not to make unnecessary movements and to show
their hands outside the car;
11. Instruct the driver to turn off the ignition and toss the key to the ground. Demand to see the Driver’s
license and photocopies of the vehicle’s certificate of registration and the official receipt. Examine the
documents and counter- check the driver on the information reflected therein; and
12. If there are other suspects aside from the driver, separate them from one another.
b. Fleeing Vehicles
1. In the event that the motor vehicle did not stop despite the warning given, inform Headquarters so that
roadblocks can be put up.
2. When the vehicle of the suspect is cornered or stopped, instruct the driver and other occupants in a clear
and commanding voice to follow specifically what you will require of them. Failure on their part to follow
will be construed as a hostile act on their part. Execute instructions on the use of reasonable force.
3. Instruct the driver to open his door and to put his foots out of the vehicle, followed by his hands to be
placed on top of the vehicle, or to move towards you with his hands up.
4. Instruct other occupants of the vehicle, if any, to come out one by one, as what the driver has done.
5. Arrest and handcuffs the suspect and bring them to Headquarters for proper disposition.
6. Before moving out, inform Headquarters about the situation, status and disposition of the suspects and
motor vehicle accosted.

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Rule 21: CIVIL DISTURBANCE MANAGEMENT OPERATIONS
SEC. 1. General Guidelines –
The PNP units tasked to maintain peace and order shall not interfere with the holding of public assembly
after verification that the permit for such purpose has been issued by the local government unit concerned.
To ensure public safety, a Civil Disturbance Management (CDM) contingent under the command of a
Police Commissioned Officer with the rank of Police Senior Inspector or higher shall be detailed and
stationed at least 100 meters away from the place where the public assembly is being held. In the absence
of any permit from the LGU concerned, the PCO in command should exert effort to persuade the
demonstrators to disperse peacefully and vacate the public place. In case of lightning rallies or
demonstrations, orderly dispersal should only be resorted to, including the apprehension of those
responsible therefore, in case of resistance after an exhaustive dialogue for voluntary dispersal has failed.
SEC.2. Specific Guidelines –
1. When their assistance is requested by the leaders or organizers, it shall be imperative for the members
of the PNP CDM contingent, to perform their duties always mindful that their responsibility to provide
proper protection to those exercising their right to assemble peaceably and their freedom of expression are
primordial. Toward this end, the members of the PNP CDM contingent who deal with the demonstrators
shall be in complete uniform with their nameplates and units to which they belong displayed prominently
on the front and dorsal parts of their uniform.
2. The members of the PNP CDM contingent shall not carry any kind of firearms but may be equipped
with baton or riot sticks, crash helmets with visor, gas masks, boots or ankle-high shoes with shin guards.
3. Tear gas, smoke grenades, water cannons, or any similar anti-riot device shall not be used unless the
public assembly is attended by actual violence, or serious threats of violence, or deliberate destruction of
property.
SEC. 3. Dispersal of Public Assembly with Permit -
No public assembly with a permit shall be dispersed. However, if an assembly becomes violent, the
police may orderly disperse such public assembly in the following manner:
1. At the first sign of impending violence, the Ground Commander of the PNP CDM contingent shall call
the attention of the leaders of the public assembly and ask the latter to prevent any possible disturbance.
2. If actual violence starts to a point where rocks or other harmful objects from the participants are thrown
at the police or at the non-participants or at any property causing damage to such property, the designated
officers/PNP CDM Commander shall AUDABLY warn the participants that if the disturbance persists, the
public assembly will be orderly dispersed. The CDM Commander may also conduct a dialogue with the
leaders informing them of their actions and advise them to disperse peacefully.
3. If the violence or disturbance prevailing or stated in the preceding subparagraph does not stop or abate,
the designated Officer/Commander of the contingent shall AUDIBLY issue a warming to the participants
of the public assembly, through loud hailers or public address system, and after allowing a reasonable
period of time lapse, shall immediately order it to forthwith disperse.
4. No arrest of any leader, organizer or participant shall be made during the public assembly unless he
violates any law, statute, ordinance or any provision of Batas Pambansa Bilang 880 during the
assembly. Such arrest shall be governed by Article 125 of the Revised Penal Code, as amended.
5. Isolated acts or incidents of disorder or breach of the peace during the public assembly shall not
constitute a ground for dispersal.

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SEC. 4. Dispersal of Public Assembly Without Permit – When the public assembly is held without a permit
where a permit is required, the said public assembly may be orderly dispersed. Water cannons may be
used to disperse the crowd when the situation so demands.
SEC. 5. CDM Operational Tasks -
1. Isolate the area
2. Secure Likely targets
3. Control Crowds
4. Establish area control
5. Neutralize special threats
SEC. 6. CDM Operational Approaches -
1. The commitment of CDM personnel must be viewed as a last resort. Their role, therefore, should
never be greater than is absolutely necessary, under the particular circumstances which prevail. This does
not mean, however, that the number of troops employed should be minimized. On the contrary, the degree
of force required to control a disturbance is frequently inversely proportionate to the number of available
personnel. Doubts concerning the number of troops required, therefore, should normally be resolved in
favor of large numbers may prevent the development of situations in which the use of excessive force is
necessary. A large reserve of troops should be maintained during civil
disturbance operations. The knowledge that a large reserve force is available builds morale among law
enforcement personnel and contributes toward preventing overreaction to provocative acts by disorderly
persons.
2. In selecting an operational approach to a civil disturbance situation, the Commander and his staff must
adhere scrupulously to the “minimum necessary force” principle, for example, crowd control formations
or riot control formation or riot control agents should not be used is saturation of area with manpower
would suffice.
3. Every effort should be made to avoid appearing as an alien invading force and to present the image of a
restrained and well-disciplined force whose sole purpose is to assist in the restoration of law and order with
a minimum loss of life and property and due respect for those citizens whose involvement may be purely
accidental. Further, while control force personnel should be visible, tactics or force concentrations, any
activity which might excite rather than calm should be avoided when possible.
4. Consistent with the controlling principle that he must use only the minimum force necessary to
accomplish his mission, the Commander arms his troops with rattan sticks, shield, Kevlar helmet and
handcuffs.
SEC. 7. Police Response in Crowd Control –

1. During the Planning and Formative Stage

a. Negotiate with demonstrators’ leaders
b. Police authorities send intermediaries
c. Send Intel agents

2. During Initial and Peaceful Stage

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a. Allow demonstrators to supervise themselves.
b. Allow private volunteers to supervise demonstrators
c. A show of force by the Police
3. During Riotous Stage
a. Use respected civic leaders to appeal to the rioters to disperse
b. Use of police formations and arrests
c. Use of special types of less lethal weapon and ammunition
d. Use of additional forces (security team/SWAT
teams)
e. Use of AFP force – only as reserve
4. During Violent Stage
a. Police should stand their ground to prevent violent demonstrators from inflicting injuries against any
individual, damage to public and private properties, and for their dispersal.
b. Use respected community leaders to persuade the demonstrators to stop the violence and surrender.
c. Use necessary force as a last resort. Post-Demonstration Stage
a. Withdraw main police force from the demonstrators’ area.
b. Maintain force or presence in the area.

Rule 22: HOSTAGE SITUATION

SEC. 1. Procedures to be followed in a Hostage Situation – The following steps shall be undertaken:
a. A Crisis Management Task Group shall be activated immediately.
b. Incident scene shall be secured and isolated.
c. Unauthorized persons shall not be allowed entry and exit to the incident scene.
d. Witnesses’ names, addresses, and other information shall be recorded. Witnesses shall be directed to a
safe location.
SEC. 2. Ground Commander – There shall be only one Ground Commander in the area.
SEC. 3. Negotiators – There shall be designated by the Ground Commander. No one shall be allowed to
talk to the hostage-taker without clearance from the negotiating panel or Ground Commander.

SEC. 4. Assault Team - An Assault team shall be alerted for deployment in case the negotiation
fails. Members of this assault team wear authorized and easily recognizable uniform during the conduct
of the operation. Bonnets shall not be used.
SEC. 5. Assault Plan – The assault shall be planned to ensure minimal threat to life for all parties.
SEC. 6. Support Personnel – An ambulance with medical participating elements shall be consolidate efforts
in solving the crisis.

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SEC. 7. Coordination – Proper coordination with all participating elements shall be done to consolidate
efforts in solving the crises.
SEC. 8. Safety of Hostage(s) – In negotiating for the release of a hostage, the safety of the hostage shall
always be paramount.
SEC. 9. Procedures to be Followed during Negotiations – The following shall be undertaken in the conduct
of negotiations:
a. Stabilize and contain the situation;
b. Select the right time to make contact with the hostage-taker;
c. Take time when negotiating;
d. Allow hostage-taker to speak;
e. Don’t offer the hostage-taker anything. What he will ask for will be part of the negotiation;
f. Avoid directing frequent attention to the victim when talking to the hostage-taker;
g. Do not call them hostages. Be as honest as possible avoid tricks; be sincere;
h. Never dismiss any request from the hostage-taker as trivial or important;
i. Never say “NO”;
j. Soften the demands;
k. Never set a deadline; try not to accept a deadline;
l. Do not make alternate suggestions not agreed upon in the negotiation;
m. Do not introduce outsiders (non-law enforcement officers) into the negotiation process, unless their
presence is extremely necessary in the solution of the crises; provided that they shall be properly advised
on the do’s and don’ts of hostage negotiations;
n. Do not allow any exchange of hostages, unless extremely necessary; in particular, do not exchange a
negotiator for a hostage;
o. Avoid negotiating face-to-face; and
p. Law enforcement officers without proper training shall not be allowed to participate in hostage
negotiations.

Rule 23: AVIATION SECURITY PROCEDURES

SEC. 1. International Conventions – These protocols are about civil aviation safeguard against hijacking
and acts of unlawful interference to civil aviation.
a. The Chicago Convention
The Chicago Convention which was participated in by 52 nations in November 1944 at Chicago, USA,
paved the way for the formation of the international Civil Aviation Organization (ICAO) purposely to
ensure the safe and orderly growth of international civil aviation throughout the world. The ICAO officially
came into existence on 4 April 1947 and thus became the permanent body under the United Nations
charged with the administration of the principles and objectives of Convention.
b. The Tokyo Convention The Tokyo Convention, also known as the Convention on Offenses and Certain
Other Acts Committed on Board an Aircraft, was signed in Tokyo, Japan on 14 September 1963 and came
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into force on 4 December 1969. This was ratified by a total of 124 states, including the Philippines. The
convention defined all acts which, whether or not classifiable as offenses, may jeopardize the safety of an
aircraft, the persons on board or property therein, and such other acts which may jeopardize good order
and discipline on board the aircraft. It also enumerated and explained the powers of the aircraft commander
in an international flight, as well as the competence of signatory states to exercise Jurisdiction over offenses
committed on board an aircraft.
c. The Hague Convention
The Hague Convention, also known as the Convention for the Suppression of Unlawful Seizure of Aircraft,
was signed in The Hague, Netherlands on 16 December 1970 and came into force on 14 December
1971. This was come ratified by a total of129 states, including the Philippines. Signatory states agreed to
make hijacking punishable by severe penalties, and to include it in the list of extraditable crimes. Hijackers
may be tried in the
country where the aircraft landed or where the aircraft is registered.
d. The Montreal Convention.
The Montreal Convention, also known as the Convention for the Suppression of Unlawful Acts against the
Safety of Civil Aviation, was signed in Montreal, Canada on 23 September 1971 and came into force on
26 January 1973. Signatory states were obligated to enact laws covering all acts of unlawful interference
with civil aviation and to provide severe penalties for any violations.
e. National Legislations: Republic Act 6975- Pursuant to section 35, paragraph b (7) of Republic Act 6975,
the PNP Aviation Security Command which was later renamed as Aviation Security Group (ASG), in
coordination with airport authorities, is tasked to; (1) secure all the country’s airports against offensive and
terroristic acts that threaten civil aviation,
(2) exercise operational control and supervision over all agencies involved in airport security operations,
and (3) enforce all laws and regulations relative to air travel protection and safety.
SEC. 2. Standard Aviation Screening Procedures- One of the most important aspects of aviation security
is to prevent the introduction of firearms, weapons and other dangerous devices into areas of the aircraft to
which access may be gained during flight. In order to achieve this, the inspection/screening of passengers
and their cabin baggage by ASG elements is mandatory. Inspection/screening of passenger, cabin baggage,
cargos and the aircraft may be carried out through the use of metal detectors, X-ray machines, and other
devices, by manual search or by a combination of both. The following are the standard inspection/screening
devices:
a. Walk-through (gate-type metal detector)- Used as a means of determining if passengers are carrying
metal on their persons. Sensitivity can be adjusted for alarms to be activated by different amounts of metal.
To ensure effectiveness, a calibration should be selected which is sufficiently sensitive to detection of a
firearm of a predetermined size. An alarm by the device is an immediate cause for suspicion and increased
alertness on the part of Aviation Security Group (ASG) personnel assigned at the inspection/screening
checkpoint. All passengers shall be required to divest themselves of all metal items prior to walking through
the “Gate”. A passenger who causes the device to activate its alarm shall be subjected to additional
processing, such as manual search or search with a hand-held metal detector.
b. Hand-held metal detectors- also called scanners, these are used in determining the exact location of metal
on a person who had earlier passed through the “Gate” and triggered the alarm.

c. X-Ray Device- this equipment provides a means of inspecting/screening baggage and other articles by
enabling the operators to actually see firearms or other dangerous devices. However, if the X-ray operator

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can not accurately determine or identify the image viewed on the monitor, a manual inspection must be
conducted.
d. Frisking- this is the pat down inspection of the passenger’s body weapons, explosives or other dangerous
substances which maybe concealed. This is done through manual frisking or with the use of hand-held
metal detector.

Rule 24: INTERNAL SECURITY OPERATIONS

SEC. 1. General Mandate. The PNP is mandated by law to support the AFP in internal security operations
(ISO). However, the PNP shall play an active role in places were there are no AFP troops available, or
when the President so directs.
SEC. 2. The PNP in A Support Role. PNP units involved in ISO in support of
the AFP shall:
a. Conduct sustained law enforcement actions against dissident Terrorists’
(DTs) atrocities;
b. Collect intelligence information on DT activities;
c. Conduct limited ISO, of a defensive nature, to flush DTs out of urban areas. At all times, the PNP units
concerned shall coordinate with the AFP units in the area at the first opportunity.
d. Conduct investigation and prosecution of ISO-related cases.
SEC 3. The PNP in an Active Role. In cases were there are no AFP units in the area or when the President
so directs, the PNP units concerned shall;
a. Conduct search and destroy operations against DT strongholds and concentrations;
b. Conduct intelligence operations to neutralize guerilla safe houses in urban areas;
c. Conduct civil-military operations to dismantle the political machinery of the CPP/NPA in the area.

SEC 4. Defensive Position. Police stations, especially those located in far-flung areas, are favorite target
to attacks. As such, security measures against DT atrocities must be undertaken as follows;
a. Continuously remind all personnel to be extra careful and security conscious in their day to day activities
and during troop movements;

b. Vigorously implement added security measures in all police stations and police kababayan centers,
particularly those situated in far-flung or isolated places which are vulnerable to surprise attacks, raids or
harassment by DTs;
c. Conduct continuous check and inspection of the operational readiness of your field units/stations;
d. Always keep in mind the modus operandi, strategies and tactics being practiced/employed by the DTs;
e. Refrain from injecting or deploying personnel/unit in insurgent-affected areas without first conducting
a thorough an sincere threat analysis or evaluation, including social background of the areas;

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f. Re-train or re-orient personnel on back to basics training on combat patrols, military/police intelligence,
Police Community Relations (PCR) and the like;
g. Intensify intelligence-gathering and counter-intelligence operations to monitor or detect enemy plans
and activities;
h. Intensify the conduct of covert and/or overt operations against DTs who are acting as ordinary
criminals/bandits and extortionist;
i. Enhance the establishment of Advance Security Control Points (ASCPs) to control the ingress and egress
of people in police stations; and
j. Exercise continuous vigilance and maintenance of law, order and public safety in respective AOR
through the conduct of intensified police visibility patrols.

Rule 25: BOMB THREAT AND BOMB INCIDENT EMERGENCY RESPONSE PROCEDURES
SEC 1. First Responder’s Procedure on Bomb threat- The purpose of
this rule is to establish the duties and investigative responsibilities of mobile units responding to bomb
threats, and other suspected explosive devices.
a. Upon receipt of information.
1. Determine the exact location of the establishment under threat;
2. Instruct the security officer of the establishment to conduct a bomb search while proceeding to the area.
3. Proceed immediately to the scene.
4. Alert Explosive Ordnance Demolition team (EODT) for bomb search mission for emergency readiness
before departure.
5. Notify higher Headquarters of development.
b. Upon arrival at the scene:
1. Confirm the reported bomb threat; notify EODT to conduct bomb sweep.
2. Cause a suspicious/suspected device search to be made by persons familiar to the location.
3. Unless a device is found, personnel may not order an evacuation of the affected area but may inform the
person in-charge of the property of the need to evacuate. Assist in evacuation of personnel should it be
necessary.
c. Do not touch, tamper with or disarm any suspected device, explosive or ordnance.
d. If a suspected device is located/found, cause the evacuation of at least 300 meters away, and maintain
security for the protection of life and property.
e. Isolate the suspected device.
f. Report discovery of suspected device.
g. Do not permit radio transmission within the area.
h. Turn off all electricity and gas units within the premises/building.
i. Secure the area and prevent people from approaching.
j. Establish traffic control.
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k. Summon ambulance and fire trucks to the scene.
l. Await the arrival of bomb disposal team (EODT).
m. Conduct immediate investigation if the threat/crisis is over.
n. Determine the following;
1. Name of person who received the call; date and time the call was made.
2. What were the exact words of person making the threats.
3. Reason for the threat.
4. Time and Duration of call.
5. Voice characteristics of the caller:male or female; young, middle-age, or old; tone;accent;etc.
6. identify of suspects, if known.
o. Assist in the conduct of investigation by responding units when requested to do so.
p. Report incident to higher Headquarters.
SEC 2. First Responder’s Procedure in Case of Actual Bomb Explosion-
a. Upon receipt of report;
1. Identify exact location of the incident.
2. Alert EOD teams and direct to proceed to the area.
3. Notify higher Headquarters and request assistance of
medical personnel.
4. Proceed to the scene immediately
b. Upon arrival at the scene.
1. Cause immediate evacuation of the injured.
2. Direct occupants of building/establishment to evacuate the area. Maintain order and control crowd.
c. Notify higher Headquarters of the situation.
d. Seal off location until EODT determines if a secondary device exists.
e. Conduct rescue operations at the scene when necessary.

f. Initiate immediate investigation if investigators have not yet arrived. Determine the following;
1. Time of detonation/explosion
2. Time call/bomb threat was received
3. Type of device
4. Other matters as in paragraph 1
g. Submit incident report immediately
h. Avoid issuing “Speculative” press releases or statements. It is the job of the unit Commander or his
designated spokesman.
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Rule 26: COMPUTER CRIME INCIDENT RESPONSE PROCEDURE
SEC. 1 Computer Crime Response Defined- Computer Crime Response is the actual police intervention in
a computer crime incident where the acquisition of matters of evidentiary value are traceable within the
computer’s hardware and its network.

SEC 2. Do’s and Don’ts in Computer Crime Response-

a. When the computer is OFF at the time of arrival, do not turn it ON.
b. When it is ON, do not turn it OFF nor touch its mouse or keyboard.
c. If available, call for the Computer Incident Response Team (CIRT)
d. If CIRT is not available, the unplugging of the computer whether it is ON or OFF at the time of
unplugging should be done by pulling out the cable directly from the back of the Central Processing Unit
(CPU).
e. Each unplugged cable must be marked in the same marking corresponding to the socket from where the
cable was unplugged.
(Example: “Socket5” marked “A” and the “Cable End” also marked “A”) The computer should be carefully
handled and packed for transport to the police station.
f. Only a computer forensic expert should search for any evidence contained in the computer hardware.
g. The computer hard disk should be duplicated by the forensic expert and the original should be kept by
the evidence custodian for future court presentation. Search and analysis shall be undertaken using the
imaged disk.

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