HOSTAGE SITUATION

MANAGEMENT

JCINSP JOEY M DOGUILES

 Scope of Presentation

˃ Introduction to Negotiation
˃ The Negotiating Cell
˃ Hostage/Crisis Negotiation Procedures
˃ Understanding the siege problem
˃ Media Management
˃ Method of Operation
Introduction to Negotiation

INCIDENT RESOLUTION - OPTIONS

˃ ARMED INTERVENTION - POLICE OR MILITARY
˃ SNIPER OPTION
˃ ASSAULT OR CHEMICAL AGENTS
˃ STAND BACK AND WAIT
˃ DEMAND SURRENDER
˃ NEGOTIATE
˃ It is a real policy
˃ Not wait and see
Introduction to Negotiation

Composition of Hostage/Crisis Negotiation Task Group

˃ INCIDENT COMMANDER/STAFF
˃ TACTICAL & SECURITY TEAMS
˃ EOD TEAMS
˃ INTELLIGENCE
˃ MEDICAL/RESCUE TEAMS
˃ MEDIA LIAISON TEAMS
˃ OTHER SUPPORT GROUPS
˃ NEGOTIATORS
Introduction to Negotiation

GENERAL POLICY ON NEGOTIATION

“NO SUBSTANTIVE CONCESSIONS”
˃ NO PRISONERS FOR HOSTAGES

˃ NO MAJOR POLICY CHANGES

˃ NO ESCAPE FROM PROSECUTION

˃ NO CAPITULATION BY THE AUTHORITIES

WHY
NEGOTIATE
AT
ALL
Introduction to Negotiation

“Negotiation is the preferred option for

the resolution of high risk situations.
The aim is to achieve a peaceful
resolution to a situation without loss of
life, injury to any person, or damage to
any property.”
Introduction to Negotiation

NEGOTIATIONS
˃ CONSISTENT WITH A POLICY OF NO
SUBSTANTIVE CONCESSIONS

˃ CONSISTENT WITH A POLICY OF USE OF

MINIMUM FORCE
Introduction to Negotiation

FUNDAMENTAL PRINCIPLE

˃ NEGOTIATIONS MUST NEVER BE REGARDED AS A

PERFUNCTORY PRECURSOR TO A TACTICAL OPTION

˃ NEGOTIATIONS OFFER THE BEST OPTION FOR THE

HOSTAGES, THE HOSTAGE TAKERS AND US
Introduction to Negotiation

OBJECTIVES OF NEGOTIATIONS

˃ SAF E REL EASE

Hostages
Hostage takers
Minimize harm

˃ T ACT I CAL AD VAN T AG E

Introduction to Negotiation

Other advantages of NEGOTIATIONS

˃ Intelligence gathering
˃ Assault preparation
˃ Establishing routine
˃ Rapport and stability building
˃ Explaining police activity
Introduction to Negotiation

Options when setting Strategy

Intervention
◦ Early Resolution - immediate action may yield the safe
release of all in stronghold

Contain the incident and wait

◦ Negotiate with people inside stronghold - reduces emotions,
builds rapport, wins time and intelligence, enables
contingency planning, secures best opportunity for safe
outcome
Introduction to Negotiation

Priorities for setting the Strategy

The priorities usually adopted by all police units

➢ Identify

➢ Locate

➢ Contain & thereby neutralize the suspect

➢ Initially this will always be by way of Negotiation

➢ Only if negotiations fail or in other exceptional circumstances will the

strategy be to Neutralize through Direct Intervention
Introduction to Negotiation

Strategy
˃ Preservation of Life – Safe recovery of the hostages – Safe release
of hostages and safe removal of hostage takers without danger or
harm to police or public
˃ Arrest of the offenders
˃ Recovery of evidence - to facilitate any future prosecution
Negotiator Key Skills
NO PRECISE RULES AS EACH SIEGE
/ INCIDENT IS DIFFERENT

therefore . . . .

Negotiators must be flexible in

their application of the basic
techniques for negotiation.
 COMMUNICATION
IF ONE OF THESE FAILS, YOU FAIL TO
NEGOTIATE

The The The

SENDER MESSAGE RECEIVER
 COMMUNICATION

˃ REMEMBER
Words count for about 7% of
a speakers efforts

Voice counts for about 38%

˃ WHILE
DELIVERY, APPEARANCE AND BODY
LANGUAGE COUNT FOR 55%
 COMMUNICATION
It is not all about YOU talking and THEM listening

It is 50% or less for you and 50% or more for them

Listen when they are speaking

Strong listening skills make YOU a more

powerful communicator

The Mission is to SAVE LIFE by

‘Listening them out’
 CHANGING BEHAVIOUR
THROUGH NEGOTIATION
BEHAVIOURAL
CHANGE
‘DO WHAT I SAY’

NO….

You might have to ‘earn the

right’ to get someone to do what
you want
 CHANGING BEHAVIOUR
THROUGH NEGOTIATION
BEHAVIOURAL
CHANGE

INFLUENCE

RAPPORT

EMPATHY
ACTIVE
LISTENING
SKILLS
Negotiating Cell Structure
Negotiating Cell Structure

Local hostage/Crisis negotiation management

Area commander is in charge of it

Incident commander runs it

and team leaders does it

Negotiating Cell Structure

SHOULD INCIDENT

COMMANDERS ALSO NEGOTIATE

?
Negotiating Cell Structure

ANSWER - No
˃ Too busy
˃ Inability to defer - no time to think
˃ Knows too much
˃ Can give too much
˃ Emotional overload
˃ Different skills
INCIDENT COMMANDERS

COMMAND

NEGOTIATORS

NEGOTIATE
 Negotiators limitations
˃ Negotiators must be aware of the limitations which can be
imposed through parameters set by the incident commander
and other specialist teams.

˃ Negotiators must realize that they are only a small piece of

the ‘big picture and an instrument that can be used by the
incident commander and others
 NEGOTIATORS IN THE
COMMAND STRUCTURE
INNER CORDON FORWARD
COMMAND
THE

CELL

STRONGHOLD

BASE
STATION
OUTER CORDON
 THE NEGOTIATING CELL
INCIDENT THE CELL THE
COMMANDER STRONGHOLD
Negotiator 1
Negotiator 2 Hostage
Advisers, press Negotiator 3 takers and
liaison, CID etc. Negotiator 4 hostages

The Co-Ordinator

INTELLIGENCE CELL

Intelligence flow
Negotiating Cell Structure

THE QUALITIES OF A NEGOTIATOR

˃ Physically and mentally fit
˃ Agile minded/quick thinker
˃ Mature & patient
˃ Good verbal skills/communicator
˃ Persuasive
˃ Good listening skills
˃ A committed volunteer
˃ A team player

That’s why we need the best people!

Negotiating Cell Structure

ROLE OF NEGOTIATOR
COORDINATOR

˃ Strategic advisor

˃ Team leader

˃ May be remote from cell

Negotiating Cell Structure

NEGOTIATORS

˃ BUY TIME

˃ GAIN INTELLIGENCE
Hostage/Crisis Negotiation
Procedures
Hostage/Crisis Negotiation Procedures

FOUR VITAL STEPS

˃ CONTAIN

˃ ISOLATE

˃ EVACUATE

˃ NEGOTIATE

ESSENTIALS FOR THE INCIDENT COMMANDER

Hostage/Crisis Negotiation Procedures

DECISIONS AND PLANS

˃ Emergency response plan

˃ Breakout plan
˃ Deliberate action plan
˃ Delivery plan
˃ Surrender plan
˃ Hostage reception
˃ Other tactical options
Hostage/Crisis Negotiation Procedures

DELIVERIES

➢ Can be VERY dangerous unless

carefully planned

➢ Negotiators
Tactical Firearms
Tactical Swat Unit
Incident Commander
Hostage/Crisis Negotiation Procedures

DELIVERIES
➢ Think SAFETY at all times
➢ The plan must be approved by the
incident commanders

➢ No action UNTIL hostage taker

understands and agrees the plan

➢ Incident commander MUST

authorize the action
Hostage/Crisis Negotiation Procedures

DELIVERIES
➢ Done well - good for rapport and trust
➢ Intelligence opportunity
➢ Firearms liaison officer to cell
➢ Communication throughout delivery
➢ STOP if hostage taker does not do
exactly as agreed
Hostage/Crisis Negotiation Procedures

COLLECTIONS
➢ Plan Carefully
➢ May be the same as for delivery
➢ Intelligence Opportunity
➢ Talk through with Hostage Takers
➢ Think ‘SAFETY’
Hostage/Crisis Negotiation Procedures

PREPARATION BEFORE VOCALIZATION

WHAT THE NEGOTIATOR NEEDS TO KNOW

˃ Details of what has happened

˃ All about:-
◦ The stronghold
◦ The hostages
◦ The hostage takers
WHAT HAS HAPPENED?

˃ WHO?
˃ WHEN?
˃ WHERE?
˃ WHY?
˃ WHAT FOR?
˃ HOW?
˃ HOW LONG?
 THE STRONGHOLD
Any place or vehicle from which police are
excluded or from which demands are made

˃ Where?
˃ Static or mobile
˃ What can we see?
˃ What can they see?
˃ Are we safe - what are the
conditions?
˃ Are they safe - what are
their conditions?
 THE HOSTAGES
THEIR LIVES IN YOUR HANDS

˃ How many? Who are they?

˃ What, if any, relationship with the hostage takers?
˃ Age, sex?
˃ Physical and mental health?
˃ Where in the stronghold?
 THE HOSTAGE TAKERS
(Sometimes there are no hostages)

˃ How many?
˃ Who?
˃ Why - deliberate or accidental
˃ How?
˃ How armed?
˃ Where in the stronghold?
˃ External support?
COMMUNICATING WITH THE
STRONGHOLD
˃ Face to face through the door
˃ Loud hailer
˃ Telephone
˃ Cellular telephone
˃ Field telephone
˃ Radio
˃ Internet
 FACE TO FACE

˃ Good visual feedback but dangerous - it works both ways

˃ Good intelligence opportunity but difficult to say no
˃ Opportunity to build some bonds - BUT
˃ Difficult to defer

IT IS VERY DANGEROUS - AVOID IT!

FACE-TO-FACE NEGOTIATIONS
˃ Avoid talking at gun point

˃ Beware of a confrontation with more than one

of them

˃ Concentrate on their actions and emotions

Know your escape route - WITH the firearms
officer

˃ No. 2 is the safety manager for No. 1

 FACE-TO-FACE NEGOTIATIONS

˃ Never carry anything that could be of use to the

enemy
˃ Never turn your back on them
˃ Be aware of making written notes, rely on taped
records
˃ Be aware of expanded body space - mentally
disturbed
˃ Interpreters also need body armour and
the escape route
 LOUD HAILER
SAFER THAN ‘FACE TO FACE’
BUT THE PROBLEM IS THAT IT
IS ONE WAY

AND HARD
TO HEAR

Remember - Aircraft carry loud hailers

TELEPHONE LAND LINE - 1
ADVANTAGES

˃ Safer than a loud hailer or face to face

˃ Doesn’t betray facial emotions
˃ Controllable conversations
˃ Digital exchanges - flexibility
TELEPHONE LAND LINE - 2
DISADVANTAGES

˃ Not always secure

˃ Not always accessible to us
˃ Accessible to others - press tie up
˃ Instructions to hostage takers from outside
CELLULAR TELEPHONE

˃ Technical advances
˃ Not secure
˃ Scannable
˃ Can’t cut off without number
˃ Dropping a cell
 FIELD TELEPHONE
HARD WIRE HANDSET TO HANDSET
˃ Secure
˃ Isolates communication
˃ Expandable technically
˃ A positive police action
˃ An intelligence opportunity
˃ Measure the line and mark
˃ Technical Opportunity
 RADIO
˃ Safe
˃ Slow process (thinking time)
˃ Distance
BUT
˃ Insecure
˃ Interference
˃ Propaganda medium
˃ Rapport difficult
 INTERNET
˃ New - Has been used in extortion cases

˃ Where next? - Kidnap and Siege

˃ Safe and an element of time to reply

˃ Potential world wide audience - Need for

IT expert advice

˃ Negotiating Principles the same -

modification to team roles
THE BIG ISSUES

DEMANDS

DEADLINES
 DEMANDS - 1
THREATS OR OPPORTUNITIES

DON’T

˃ Seek them
˃ Ignore them
˃ Say ‘Yes’ to them
˃ Say ‘No’ to them
˃ Misunderstand them
˃ Call them ‘DEMANDS’
 DEMANDS - 2
HANDLE WITH CARE

DO
˃ Refer to the Incident Commander
˃ Explain difficulties
˃ Reduce expectations
˃ Think tactically
◦ Delivery
◦ Partial delivery
˃ Seek reciprocation
 DEMANDS - 3
LISTEN TO ANYTHING

DON’T
˃ Give anything away
˃ Make offers without reason
˃ Make offers outside your control - fulfilment
˃ Dismiss as trivial
˃ Resurrect forgotten demands
 DEMANDS - 4
USE YOUR TEAM
DO
˃ Sow seeds of doubt
˃ Seek precise details
˃ Make secure delivery arrangements
˃ Consider alternative gratification
˃ Multiple demands - deal with easy ones first
 DEMANDS - 5
MEDICAL ASSISTANCE
˃ Is there a medic in the stronghold - do we expose?
˃ Patient out - NOT medic in
˃ Offer first aid
˃ Consult a doctor - medication?
˃ Think intelligence and bonding
˃ Who will go in / out?
˃ Who are they treating
˃ Brief medic - for intelligence opportunity
 DEADLINES - 1

DON’T
˃ Accept them
˃ Ignore them
˃ Invite them
˃ Offer them
˃ Remind them
˃ Forget them
˃ Deny them
 DEADLINES - 2
DO
˃ Take them seriously
˃ Sow early seeds of doubt
˃ Tell the incident commander
˃ Talk through them
˃ Be conscious of heightened tension
A SIEGE IS
A PROBLEM
UNDERSTAND
THE PROBLEM
 HOSTAGE TAKERS

˃ Domestic Sieges
˃ Criminal - kidnappers and blackmailers
˃ Offenders for cause or terrorists
˃ Singletons, group operators; mentally unbalanced,
emotionally disturbed
DOMESTIC SIEGES
THE COMMON WORK

˃ Alcohol
˃ Drugs
˃ Sex
˃ Children
˃ Alcohol, drugs, sex and children
 DOMESTIC SIEGES
NEGOTIATING STRATEGY

˃ Allow to vent feelings

˃ Label emotions
˃ Take a rational line
˃ Try not to take sides
˃ Emphasize the positive
 CRIMINAL SIEGES
RARELY A DELIBERATE SIEGE

A CRIME GONE WRONG

˃ Violent taking

˃ Unplanned - No plan

˃ No choice of hostages
 THE CRIMINAL
NEGOTIATING STRATEGY

PROVIDE A SOLUTION

˃ Legal and media observers

˃ Appeal to reason
OFFENDERS FOR CAUSE
OR
“TERRORISTS”

 Deliberate hostage taking

 Hostage taking as an expedient

Special nature of demands

A SIEGE IS
A PROBLEM
UNDERSTAND
THE PROBLEM
TO PROVIDE
THE SOLUTION
UNDERSTAND
THE
PERSONALITIES
 MEDIA -
MANAGEMENT IS
CRITICAL
What to do with the media
DO NOT ignore them
DO manage them
Press Liaison Officer
Negotiators need to know details of
press statements
Be prepared to advise Incident Commanders
Statements should NOT disclose details
respecting content/progress of negotiations
CHOOSE WORDS CAREFULLY
 Media: The Good

Advantages:
˃ Disseminate information to the community quickly
˃ Encourage feedback/assistance from the community
˃ Promote policing activities, events, operations
˃ Publicize policing successes
˃ Enhance feelings of confidence and safety in the
community
 Media: The Bad

Disadvantages:
˃ Can cause fear and concern in the community
˃ Publicize policing activities negatively
˃ Sensationalize or exaggerate stories
˃ Limited/ no control over story angles
˃ Compromise investigations, court cases
˃ Raise ethical/moral concerns
 Media: The ugly

If not managed properly, the media can:

˃ Interfere with investigations

˃ Put police lives at risk
˃ Put hostage and/or victims lives at risk
˃ Jeopardize prosecutions
 Police Media Liaison
Will:

˃ Oversee and coordinate all contact between police and

the media
˃ Respond to daily media enquiries
˃ Write press releases
˃ Arrange media interviews and media conferences
˃ Support police members at incident scenes, by
controlling media, briefing the media and providing
interview advice to spokespersons
 Police Media Liaison
Can assist:
˃ If you need public assistance to help with a case;
˃ If you want to promote an operation, incident, event or
message;
˃ If you think a case you're working on would be of public or
media interest
˃ If you need assistance managing the media at an incident
scene;
˃ If you have a successful outcome with a case, i.e. when a
significant arrest is made;
˃ If you are ever contacted directly by a journalist
˃ If you have a complaint to make about a member of the media
Procedure in the incident area

˃ Cordon and contain the scene

˃ Designate someone as media liaison officer if you do
not have a media team
˃ Do not allow media to enter the outer or inner
perimeter
˃ Avoid allowing the media to contact the strong hold
 WHAT YOU SHOULDN’T SAY
˃ Specific details of a crime or investigation (eg: the exact nature of any sexual
interference, precise injuries, exact location of an offence or details of missing
objects)

˃ The name of the person/ people involved (Wltil after the first court appearance
unless there is a suppression order)

˃ The criminal record of any person or any details about character or reputation
(eg drug user, association with known criminals)

˃ The contents of any statement or admission made by a suspect or witness

˃ Any statement which suggests guilt, likely penalties or exposes details of

continuing police investigations

˃ Any comment on an emotional state, state of mind of the suspect or the motive
(or lack of) for the crime.

˃ Any comment on police policy -this should be left to senior management

˃ Amount of money stolen in robberies

 WHAT YOU MAY BE ABLE TO SAY
AT AN INCIDENT SCENE:

˃ Type of incident (eg armed robbery, fatal collision, bag

snatching, burglary, sudden death) ONLY if appropriate
˃ Descriptions of offenders
˃ The patrol, squad or officer in attendance at the scene and the
length of the investigation (if appropriate)
˃ The time and approximate location of an incident
˃ Basic facts about an incident (seek advice first)
˃ Genders, ages and origins of people involved (seek advice first)
 WHAT YOU MAY BE ABLE TO SAY
Following arrest/filing of case:

˃ The time and/or location of an arrest

˃ The accused person's age, gender and suburb of residence
˃ NO information should be given which could directly or
indirectly identify the person or his/her address
˃ The exact wording of the charge laid
˃ The date and time of court appearances and the court where
the accused will appear
˃ Whether the accused has been bailed or held in custody
Method of Operation
 No. 1 Negotiator

˃ Primary negotiator.

˃ Actively engaged in talking.

1
 No. 2 Negotiator

˃ Supports the No.1.

˃ Ideas.
˃ Silent running.
˃ Active listening.
˃ Safety.

2
 No. 3 Negotiator

˃ Link with the outside world.

˃ Passes on important information.
˃ Supports the No. 1 & No. 2.
˃ Maintains a log.

3
 No. 4 Negotiator

˃ Board person.

˃ Maintains all visual displays.

4
 Negotiator Coordinator

˃ Team leader.
˃ Selection of team.
˃ Location of cell.
˃ Method of negotiating.
˃ Deployment of Interpreter/ Intermediary.
˃ Translating Incident Commanders strategy. into
negotiating reality.
5
Negotiator Coordinator (Cont’d)

˃ Coordinating group meetings.

˃ Tactical coordination
˃ Cell discipline.
˃ Strategic responsibilities.
˃ Welfare of the team.
˃ Protracted incidents.
˃ Post incident.
6
 Recap of Roles

˃ No. 1 - Talks.
˃ No. 2 - Supports.
˃ No. 3 - Communication link & Log.
˃ No. 4 - Boards.
˃ Coordinator - Team leader.

7
 Log

˃ Object of keeping a log.

˃ Things to include/ not include.
˃ Judicial review?

8
 Boards

˃ Purpose.
˃ Clarity.
˃ Flip Charts v White Boards.
˃ Adapt to your circumstances.
˃ Location of boards.

9
 Boards (headings).

˃ Demands. ˃ Plans.
˃ Deadlines. ˃ Delivery.
˃ Hostage taker(s). ˃ Surrender.
˃ Hostages. ˃ Break out.
˃ Police Action’s. ˃ Hostage Reception.
˃ Intel gathered.
˃ Things we need to know.
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