Final Notes Lessons

Lesson 6: CRISIS MANAGEMENT
Crisis is a state provoked when a process faces obstacle/hazard to important life goals that is far a time insurmountable
through the utilization of customary method of problem solving. It comes from the Greek word “crisis” which means to
separate. Webster describes it as an unstable or crucial time or state of affairs in which a decisive change is impending; a
situation that has reached critical phase.
In short it is defined as a dangerous or critical moment of development.
 a period of disorganization.
 period of upset during which may different abortive attempts at solution are made.
Emergency on the other hand, is defined as sudden condition or state of affairs calling for immediate action.
There are two types of crisis and emergency that is: natural and manmade.
1. Man Made Crisis
Civil Disturbance Revolt
Revolution War
Kidnapping Hijacking
Hostage-Taking Terrorist Activities
2. Natural Crisis
Fire Marine/Air Disasters
Structural Collapse Hazardous Spills
Utilities Failure (Power, Water, Tel.) Nuclear Accidents
Food Scarcity/Famine Flood
Crisis management of intervention – assistance or help extended to the individual with the problem. He is helped to
clarify source of this problem. The resource which may be available for him within himself and the environment and
decision to solve problems becomes his responsibility.
Aims or goals
1. to arrive at a definitive resolution or crisis to restore the optimum level of functioning.

2. maximize the opportunity at the amount of crisis to deal with areas of functioning already in flux and which are
therefore maximally responsive to effective intervention.
It Involves
1. high level of professional skill

2. ready access to source of help without delay
3. specialized form of helping or treatment
TYPES OF CRISIS
1. Individual crisis
2. Economic or financial crisis – when a person is deprived of the basic necessities of life, foods, material things
and opportunities for comfort and survival.
3. Emotional crisis - emotion which can be defined as a state of arousal something expressed, accompanied by
physiological changes in the body a motivating force and ranges from pleasant to unpleasant to feelings is the
source of the hardest kind of individual crisis.
4. Social crisis – lack of interest, confidence and social skills to relate meaningfully, harmoniously and fruitfully
with others.
5. Moral crisis – irrational or distorted concept of what is right or wrong good or bad. Underdeveloped conscience
and lack of moral values and integrity as a person
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The crisis theory
Definition of crisis – it is provoked when a person faces an obstacle (hazard) to important life goals that is for a time
insurmountable through the utilization of customary methods of problem-solving (coping).
Basic concepts of the crisis theory
1. Equilibrium - state of balance or adjustment between opposite or divergent influences.

2. Time – involves the period of disorganization, period of upset and the period of adaptation.
3. Change – the result of crisis on the individual.
Crisis process
Crisis model – defines crisis as the disturbance of an existing equilibrium as a result of rapidly occurring significant
changes in forces affecting that equilibrium.
Model: involves an individual psychological process in balance with social, physical and psychological environment.
Details of the crisis model
1. It involves the events
a. Look into the GENESIS of a crisis.

b. Look into what particular LIFE AREAS are affected. This may be involved age/sex:: sexual work-familial,
aging, diseases
c. Identify the person who was the LAST CONTACT.
2. Analyze the Crisis: crisis here will be referred to as the period of disorganization and upset involves painful
feelings of anxiety, depression, hopelessness and helplessness. It is also time-limited (prolonged CRISIS is not
tolerable)
3. Outcome or result of the crisis. This refers to the termination of the crisis and it may happen that a new
adaptation occurs.
a. new level of equilibrium

b. no change
c. no recovery or restoration of previous equilibrium
Crisis intervention with adults:
Crisis intervention techniques
1. Recognition that definitive crisis intervention is the treatment of choice for the majority of persons in crisis.
2. Acceptance of limited goals-major areas of pathology may be identified but not be dealt within the
intervention and remain unchanged although the intervention is complete.
3. Recognition that there are precise steps that to be carried out in order to bring about successful outcome.
Weighing the pros and cons of a particular therapeutic action will be encountered for less often in crisis
intervention.
4. It is important that those in crisis intervention must adopt a willingness and ability to work in only a single
sharply circumscribed area. There is a need for focusing the problem
5. Willingness to accept an obligation to the person for the course of the intervention.
- The intervention might take such outcomes as bringing in key family members placing the person in a
more controlled situation for a period of time making arraignment for medical evaluation.
6. Through assessment or diagnostic evaluation is neither dicated nor desirable in crisis management.
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Levels of intervention
1. General support – person without formal psychotherapeutic training

- Intervener might be a family member, friend, nurse, clergyman and gives warmth and supportiveness.
2. Environmental change – intervener removes the hazard that resulted in the individual state of crisis.
3. Genetic treatment – the intervention practitioner working on this level required to have a thorough knowledge
of various kinds of crisis and the kinds of approaches typically effective in resolving them.
- Requires knowledge of each model crisis that the intervention practitioner.
4. Individually tailored treatment
- carried out only by mental health professionals
- required to have an understanding of the genesis of psychopathologic processes, training in personality,
theorem and a thorough comprehension of psychodynamics.
STEPS IN THE INTERVENTION
1. Assessment of treatability
- Determining whether or not the individual is safely treated in such a setting.
- Treatable in an outpatient basis.
2. Identification of Precipitating Event
- Precipitating event: the one leading the person to discomfort.
- Essential for determining or differentiating the crisis phenomenon from long-term psychopathological
processes.
3. How to identify
a. Practitioner focuses upon the exact moment at which the persons first made the decision to seek help.
a.g. Precisely what happened just before you decided to come here.
Identify the other influential antecedents of the person’s coming for help (outline a time line).
4. Identification of the area of Impact:
- determine the area of functioning that has been impacted
- formulation of the reason unique to particular individual why the precipitating event resulted in crisis and
could not be warded off by the available coping mechanism.
5. Formulation of Crisis Package
- package involves: information about antecedent events
time-line
area of impact
- this is communicated to the person ion a way it will he understable.
- A cognitive grasps of the crisis and events will lead to the achievement of the individual to a master the
situation.
6. Emotional Aspects
- identify the feelings that go with the crisis.
- Need to be in touch with all the underlying feelings
- effective grief work (to identify specifically in what area of the person’s life the loss is most experienced)
7. Coping Mechanism
- the intervenor helps the person to bring into play adaptive coping mechanisms.
- This includes classically ego-defenses and a full range of problem solving behaviors the individual may
attempt to use with the dilemma.
- Involves the introduction of new significant others
- What a new persons might be brought into the life space to help replace these losses.
8. Summarization and Anticipating Planning
- Summarizing of what has occurs on the individual’s life since coming for help and the change that have
been made.
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Lesson 7: Crisis Management Unit
To understand the crisis management unit, we must have a model for our discussion. Let us use the PNP model.
The PNP crisis management model basically involves two phases:

A. Pro-active Phase- designed to predict or prevent the probability of occurrence of crises at the same time prepare to
handle them when they occur. The Proactive phase is further divided into different stage. These are
a. Prediction
i. Foretelling the likelihood of crisis,
ii. through-
1. Continuous assessment of all possible threats and threat groups.
2. Analysis of developing or reported events and incidents.
3. Updated inputs from intelligence reports
b. Prevention
i. Institution of passive and active security measures
ii. Remedy or solution of destabilizing factors or security flaws to such crisis or emergency
iii. Vigilance and alertness to signs or manifestations of developing crisis or emergency
iv. Establishment of alert systems
c. Preparation
i. Planning, organizing, training and stockpiling of equipment, supplies needed
ii. Simulated drills at unspecified days
B. Reactive Phase – designed to address the situation or crisis. These incudes:

a. INITIAL ACTION
i. Monitoring the progress of the incident
ii. Securing the scene
iii. Protecting itself
iv. Establishing perimeter security
v. Evacuating innocent civilians
vi. Preventing escape of perpetrators
b. ACTION
i. It begins as soon as the On-Scene Command Post (OSCP) is established and the Tactical Intervention,
Service Support Units, Negotiation Team and Public Affairs personnel arrive and are deployed
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c. Post Action
i. Begins as soon as the perpetrators surrender, or when they are captured or neutralized and the crisis situation
is deemed clear
ii. Restore normalcy and bring responsible to court
GENERAL TASKING AS A MATTER OF POLICY

1. POC - PEACE AND ORDER COUNCIL
- Organizational body that shall primarily act on crises that arise out of man-made emergencies
- Addresses various aspects of national security particularly those affecting peace and order.
– Concerned with the formulation of crisis management procedures, integration and orchestration of government,
military/police and public efforts towards the prevention and control of crisis incidents.
2. NCCAS(National Commission on CIVIL AVIATION SECURITY)

- Acts on crises resulting from aircraft hijacking, disturbances in the civil aviation, or terrorism that has national
significance.
3. NDCC (National Disaster Coordinating Committee)
- Acts on crises that occur as a result of natural disasters or calamities.
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SPECIAL ACTION UNITS CAPABLE OF HANDLING CRISIS SITUATIONS
a. PNP Aviation Security Group (ASG)
b. PNP Special Action Force (SAF)
c. PNP Maritime Group (MG)
d. PN Special Warfare Group (PN SWG)
e. PA Special Action Group, SF
f. PAF Special Operations Wing
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POLICY
- Coordinated and Calculated Response Against Terrorism
- Terrorism Considered a Criminal Act
- Lawful Means and Peaceful Resolution of Crisis
- Graduated Armed Response
- No Compromise with Terrorists
- Respect for Human Rights
- Handling of Crisis at the Lowest Levels Possible
Lesson 8 - CRISIS AND INCIDENT PREVENTIVE MEASURES
MANAGING HOSTAGE SITUATION

A hostage situation is a set of circumstances wherein a suspected law violator is holding a person captive with the
use of force and threat of violence while the police are in close contact with the suspect and his captive.
Differences between Hostage- Taking and Kidnapping
The difference between hostage – taking and kidnapping are:
1. The police are not aware of the captive’s location

2. The police are not in close contact with the perpetrators
3. The police cannot exert any pressure on the suspects
Motives in Hostage- Taking
1. In political terrorism, reasons include showing the public that the government is unable to protect its own
citizens.
2. Hostage-taking guarantees immediate media coverage, and after repeated hostage incidents, it is the hope of
the terrorist that the government might overreact and become excessively restrictive with its own citizens,
thus causing civil discontent and a grassroots movement to overthrow the government
3. Law enforcement officers will most likely encounter hostage incidents that involve either criminals or the
mentally-disturbed
a. If the hostages are taken in a criminal situation, it is usually because the criminal is unable to
complete the crime and escapes before the police responds thus making hostage-taking a spontaneous
event
b. The criminal’s primary reason for taking hostages is to ensure his own safety
c. The demands are invariably for safe passage and a means of escape in return for the hostages lives
d. It is also very common for hostage-takers to demand ransom
4. A husband or wife may take a child hostage in custody battles

5. A mentally-disturbed person may take hostages in order to right what he believes to be wrong
Five Categories of Hostage-Takers
1. Persons in Crisis - are people who take hostages during a period of prolonged frustration, despair and
problems
2. Psychotics - are mentally-ill people who take hostages during a period of psychiatric disturbance
3. Common Criminals - are people who take hostages for personal, rather than ideological reasons
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4. Prisoners - are people who take hostages because of dissatisfaction and discontent regarding their living
conditions in prison
5. Political Terrorist - are ideologically-inspired individuals or groups of people who take hostages because of
political and ideological beliefs.
Three Generic Categories of Hostage-Takers
1. The Common Criminal

Characteristics of the Common Criminal:
a. The common criminals will generally concede to police negotiations if there is no way out and
hostages will generally be unharmed
b. This type is classified as a rational creative thinker, is able to reason, and can discriminate on how
much force is to be used against him
2. The Psycho
Characteristics of Psycho:
a. This person is unpredictable and may resort to violence depending on his mood
b. The enforcement officer should try to gain as much information as possible concerning motives, past
history, medical and arrest records, etc..
c. This type of person is generally described as full of inner conflict and frustrations which are transferred to
his immediate reality, distorted to suit his own illusions
d. Bringing a priest, wife or a sweetheart may plunge the psycho right back into the environment from which
he is desperately seeking refuge and the reaction may result to killing the hostages and himself
3. The Fanatic
Characteristic of Fanatic:
a. This category includes the one who falls on the extreme side of violence
b. He is the most dangerous because the law, in his mind has no legal basis
c. This mental orientation only sees misdirected social justice
d. This type will rationalized deviance in terms of revolutionary zeal often parlayed by feelings of inadequacy
Mind Barriers in Dealing with Hostage-Takers
1. Law enforcers will have to discover the hostage-taker’s intentions

2. The demands and needs of the hostage-taker must be determined
3. “Negotiation” means to talk. Stalling and talking may actually help
4. In most cases time has been found to be an ally because of the following reasons
a. The more time elapses, the more time the hostage-taker will have to think about his predicament
b. With little persuasion, the hostage-taker may feel downright uncomfortable
c. Time reduces anxiety for as long as overt acts are committed
d. The hostage-taker can be starved out and sleep will eventually catch up on him
e. The hostages might even take advantage of such lapses and may attempt to escape on their own
Reasons Why Common Criminals Take Hostages
Criminals have three common demands

1. Escape
2. Money
3. Transportation
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Reasons Why Political Terrorists Take Hostages
1. Politically-motivated terrorist take hostages with the intent of getting as much publicity as possible for their
cause
2. The demands will normally go beyond the authority of the local police and may require the involvement of
the national government
3. The likelihood of hostages being killed is very high since the terrorists may be prepared to die as martyrs
Four Major Activities in Managing Hostage Situations
1. Planning consists of work to be performed in order to predetermine a course of action. Planning to manage a hostage
situation involves
a. Forecasting
Anticipating conditions, problems and opportunities that may be confronted during, and after, the incident
b. Establishing Objectives
Determine desired result
c. Establishing Priorities
Creating a sequence of steps to be followed in reaching the objective
d. Scheduling
Establishing action commitment
e. Allocating Resources
Identifying manpower and equipment required to reach objectives and to effectively utilize available
resources
f. Establishing Procedures
Standardizing ways of performing specified work.
g. Establishing Policy
Providing answers to important questions and problems which are anticipated and which provide for
action that is in the interest of the police
2. Organizing - Organizing consist of work to be performed in order to arrange and relate work so that it can be
accomplished effectively. Organizing work in managing a hostage situation involves:
a. Structuring Work
Identifying and classifying work that needs to be performed, and seeing to its proper implementation
b. Delegating
Entrusting responsibility and authority to others and establishing accountabilitY
c. Developing Relationship
Creating conditions necessary for mutually cooperative effort and teamwork
3. Leading- consists of work to be performed in order to stimulate people to take effective action. Leading work in
managing hostage situations involves:
a. Making Decisions
Arriving at conclusions and judgments about results
b. Communicating
Creating understanding
c. MOTIVATING
Inspiring, encouraging and impelling people to take required action
d. Selecting People
Choosing people with the appropriate skills, attitudes and experience to perform specific work
e. Developing People
Improving the knowledge, attitudes and skills of people
4. Controlling- consist of work to be performed in order to assess and regulate work in progress and which needs to be
finished. Controlling work in managing a hostage situation involves:
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a. Developing Performance Standards
Establishing criteria in order to differentiate between acceptable and unacceptable performance
b. Measuring performance
Recording and reporting work
c. Evaluating Performance
Appraising work and result
d. Correcting Performance
Regulating and improving methods and results
TWO BASIC CONCEPTS IN HOSTAGE-BARRICADE SITUATION
1. In hostage-barricade situation, the hostage-takers have placed themselves willingly or unwillingly in direct
confrontation with the authorities and therefore they must be prepared to deal with them. Since there is a
confrontation, it is safe to conclude that the hostage-takers are willing to discuss the situation.
2. It is not in the interest of the hostage-takers to get violent. They do not take hostages with the expressed purpose
of taking their hostages’ lives. They do it in 0order to coerce the authorities to behave in certain ways and
eventually to exchange the hostages for something they want.
CATEGORIES OF HOSTAGES
The hostages could be simple civilians, government officials or military/personnel of various stages in life,
position or rank.
a. Criminals -are generally interested in money, escape or personal safety.

b. Mentally - deranged individuals – takes hostages because of something that may have provoked them. They
probably not engaged in planning whatsoever.
c. Terrorists - whether political or religious tend to be dedicated to their cause and are willing to risk their lives to
ensure its success. They are generally part of an organization which has objectives and expectations which they
feel obligated to meet.
PERSONALITY TYPES OF HOSTAGE-TAKERS
A. The most common disorders involved in hostage-taking are psychotics and personality disorders.
1. Types of Psychotics
a. Paranoid Schizophrenics
- They are characterized by persistent false mental perceptions or beliefs such as delusions of
persecution. Their thinking is often loose and makes no sense. They can appear normal at some
moments and psychotic at other times.
b. Psychotic Depressives
- They experience extreme sadness, hopelessness, feelings of inadequacy, worthlessness, slow thinking
and speech and indecisiveness. They have less concentration and are prone to suicide.
2. Personality Disorders
a. Anti-social Personalities- They are repeatedly in conflict with society, thus, are incapable of loyalty and
are selfish, callous and irresponsible. They feel no guilt and have a low frustration tolerance. They tend to
blame others no matter what the circumstances are. They are probably the most difficult personality type
to deal with.
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b. Inadequate Personalities- They are unable to respond effectively to emotional, social, intellectual and
physical demands. They show ineptness, poor judgment, social instability and they lack physical and
emotional stamina.
QUICK RECOGNITION POINTS
1. If a person’s behavior is weird, he is probably a paranoid schizophrenic.

2. If his response is something like ‘” go away and leave me alone”, he is probably a psychotic depressive.
3. If the demands are fairly realistic, he may be an antisocial personality.
4. If he is totally unrealistic, the person is most likely an inadequate personality.
TACTICS AGAINST HOSTAGE-TAKERS
1. ESTABLISH AND MAINTAIN COMMUNICATION
a. problem-solving climate- show desire to understand

b. climate of compromise- adopt give and take attitude and by showing a willingness to bargain and yield
when necessary.
2. STALL FOR TIME
- reduce the stress environment

- allow for negotiations external to the conflict zone.
- Permit the implementation of active hostage rescue efforts.
3. OBTAIN INFORMATION
- THE NEGOTIATOR CAN USE OPEN-ENDED OR CLOSE ENDED questions depending on the initial
reactions of the hostage-takers.
- In restatement of content, the negotiator must repeat in his own words what he thinks he has heard.
- In reflection of feeling the negotiator or must pay attention to what is said and how it was said.
4. CALM THE HOSTAGE-TAKERS BY USING
1. MODELING – the negotiator must talk and respond in a calm and controlled manner using a very
conversational tone.
2. VENTILATION- Give the hostage-takers time to talk without interrupting them.
3. DISTRACTION- use this to draw the attention of the hostage-takers away from whatever is bothering
them.
5. ESTABLISH RAPPORT
6. USE PERSUASION- Deal with small issues first thus creating as atmosphere
of success.
- Maintain non-threatening communications, both verbal and non-verbal.

- Agree with obvious reluctance to any demands that might be to your tactical advantage. If the demands
are to be advantage of the hostage-takers or fall in the area of non-negotiable items, stall for time and
express willingness to seek alternative solutions
- Be alert on the development of the Stockholm Syndrome.
The three aspects of this syndrome are:
a. Positive- feeling of the hostages towards the hostage-takers.

b. Negative feeling of the victims towards the authorities.
c. Positive feeling of the hostage-takers towards the victims.
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THE PNP OPERATIONAL PROCEDURES IN HOSTAGE SITUATION
Sec. 1 procedures to be followed in a Hostage Situation
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. Witness shall be directed to a safe
location.
Sec. 2 Ground Commander- there shall be only one a ground commander in the area.
Sec. 3. Negotiator- he shall be designated by the Ground Commander.
Sec. 4. Assault Team- An assault team shall be alerted for deployment in case the negotiation fails. Members of the team
shall 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 crew and a fire truck shall be detailed at the incident area.
Sec. 7. Coordination- proper coordination with all participating elements shall be detailed at the incident area.
Sec. 8 Safety of Hostages- 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
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 unimportant.
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 crisis; provided that they shall be properly advised
on the do’s and don’ts of the 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.
PRINCIPLES, TECHNIQUES AND PROCEDURES IN DEALING WITH HOSTAGE – TAKING INCIDENT
D. POLICE ORGANIZATION FOR COUNTERING HOSTAGE TAKING
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1. A police force must have an established contingency plan or procedure to deal with the problem of hostage –
taking if it occurs within its jurisdiction, first of all, there should be a pre-planned procedure on how the various
elements of the police force have to be organized on the ground or at the scene of the incident. The ground
organization is an ad-hoc arrangement of police that is immediately set up when a hostage taking incident take
place. Such arrangement is pre-planned to delineate functions and responsibilities of responding police elements,
prevent confusion and successfully deal with the problem. A suggested ground organization consists of the
following groups and elements.
a. The command group
b. The operating group
1. negotiating team
2. investigation team
3. crowd control them
4. intervention unit or assault force
5. traffic control elements
6. intelligence team
7. search and recovery team
c. Administrative group
1. media relation team

2. catering services
3. other admin support
d. Technical support group
1. Communication team
2. EODT
3. Medical Ambulance team
4. Rescue and evaluation team
5. special equipment team
2. The scale of size of the foregoing organization is flexible and should be adapted to the magnitude of the
operations. The assembly procedure of the ad-hoc organization should be subject to periodic field training
exercise (FTC) i.e., the contingency plan itself should be rehearsed from time to time.
3. A small compact and special trained unit should be also organized particularly in places (usually urban areas)
where hostage – taking and kidnapping that can be called upon to assault the lair of the kidnappers or hostage
takers to rescue and liberate the hostage and neutralized/capture the terrorist /criminal elements. This unit is
specially trained in such operations, and is composed of well selected personnel who have physical, emotional
and psychological stability to withstand and stressful conditions.
E. POLICE TACTICS AND TECHNIQUES
1. The principal factors that will influence police decisions are:
a. number of offenders
b. number of hostages
c. personality of the offenders
d. motivation of the offenders
e. motivation of the offenders
f. equipment and implements of violence at the disposal of the offenders.
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2. The decision to assault the lair of the hostage – takers and free the victim is the responsibility of the ground
commander, and the intervention unit commander. The decision to tactically intervene is usually given when
negotiation completely fails and it has become clear that the terrorist are about to start harming or killing the
hostages or are started to do so. That is, the government forces are left no other choice to ensure the safety of the
hostages. However, when hostage – taking has political color and/or international complication and therefore, not
simply a police problem, the higher commander and those having political authority are usually brought into the
picture in accordance with the demands of the situation.
3. In any hostage – taking incident, a priority consideration is to establish controlled communication links with the
offenders, and negotiate for the safe release of the hostage. If possible, a police personnel trained in the art of
negotiation or has such skills is assigned in this job. The principal objectives of the negotiator are:
a. To secure time and assist in intelligence gathering and tactics for a successful armed assault:
b. To secure the release of as many hostages as possible, in the process.
In relation to the “siege of the Iranian embassy in London the following principal about negotiation has
become clear, and is lesson learned there from:
a. The negotiator primary tasks is to save the lives of the hostage; he should be able to sole link of the
offenders with the outside world;
b. Each siege is different;
c. The negotiator should gin time, whenever possible;
d. The hostage and the hostage-takers should be isolated;
e. The negotiator is part of the incident team:
f. The negotiator should avoid exposure which might result in his becoming a hostage;
g. All negotiations must be recorded;
h. All negotiations must be conducted on the basis of referral to higher authority, thus, idly, the deciding
authority should not be the negotiator himself;
i. No single negotiator should become the sole line of communication and to avoid this danger, negotiators
should be employed a team.
4. The communications used by the offenders should be controlled by the police.

5. The isolation of the immediate premises of the scene of the hostage – taking is the first tactical consideration of
the police, then followed by the control of communication and the initiation of negotiation. Isolation of the scene
goes hand-in-hand with police control of communication with hostages.
F. INTELLIGENCE
1. Police operation dealing with hostage taking situation relies heavily upon the intelligence available. The
inquiries being conducted by the detectives or interrogators and the statements taken from the witnesses and
released hostages produced much intelligence.
2. Observation post should be established at a place having a commanding view over the scene of hostage
incident.
3. The specific purposes of intelligence are:
a. To assist in understanding what is taking place in the building where the hostage are kept;
b. To better conduct the police operation.
c. To prepare for any form of armed action by the police;
d. To assist negotiators in their prime task;
e. To assist in forming negotiating ploys, or ideas;
f. To provide an information weapons held by terrorist; and,
g. To assist in the event of armed intervention by the assault team.
G. ACTIVITY AFTER INTERVENTION OPERATION
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When the hostage incident is terminated by the assault of the intervention unit, and hostages liberated, care must be
taken to prevent the perpetrators from mixing with the hostage and affording to opportunity to escape. Hence. Persons
freed from a hostage incident should be brought to an exclusion area and handcuffed until their identities are established.
When the building or scene of the hostage – taking has been cleared by the intervention unit, it is in fact a crime
scene cleared to be protected and processed for every bit of items of evidentiary value. The scene must be placed under
investigator in charge, who become the scene manager that directs search and recovery of evidence. The search and the
recovery team shall normally include evidence technicians, evidence. The search and the recovery team shall normally
include evidence technicians, evidence custodian/recorder. EOD personnel and photographer. Their purpose is to recover
the death bodies remaining in the building, to provide evidence in continuity in the conveyance of the bodies from the
building to the pathologist; to preserve and to preserve and recorded details of any potential exhibits could be material to
any court proceedings, and as a matter of records.
Appendices
HOSTAGE NEGOTIATION STUDY GUIDE 2009
This study guide is designed to provide the law enforcement Explorer with basic principles. The guide is not all
inclusive, and does not delineate specific techniques that must be used. The focus of this guide is to provide principals that
are flexible and adaptable to various law enforcement situations. Following the basic principals in this guide should
allow the law enforcement Explorer to successfully handle various law enforcement training activities safely and
professionally. The study guide was developed through the cooperation of International Association of Chiefs of Police
and the Federal Law Enforcement Training Center.
Hostage taking has occurred throughout recorded history including ancient Greek, Norse and Roman mythologies.
In recent history, political events in Algeria, Kenya and Vietnam demonstrate horrific examples. Infamous Mao Tse-tung
and Che Guevera defended the ideology. Patty Hearst’s kidnapping demonstrated the organized manipulation of the
individual and the media.
Hostages virtually guarantee media coverage showing the government’s inability to protect the public. With
repeated hostage takings, the government may become overly restrictive and provide rumor or media material for
fostering civil discontent to the media. Criminals, mentally disturbed, prisoners and terrorists are often the categories for
hostage takers. Hostage situations have occurred from escalations of family member-on-member, family member-on-
employee, intoxicated co-worker domestic dispute situations, angry client on employee and angry employee-on-client
workplace violence (such as at the VA hospitals and
clinics).
In 1993, 2.2 million people were attacked at their work, 16 million were harassed, 6.3 million were threatened
with violence and one sixth was attacked with lethal weapons (McMain, Mullens, 1996). Unlawful demonstrations at
government buildings have disrupted governmental proceedings and have escalated into hostage situations (UCLA,
Berkley, CA; Howard University, Washington, DC; and the Secretary of Agricultures office, Washington, DC).
Hostage takers participate in either well planned or spontaneous reactions to a situation.

Professional criminals (robbers, burglars, and carjackers) may take a hostage accidentally or as a fight or flight panic
reaction when the criminal act is discovered and interrupted, trapping the criminal(s) without a preconceived plan. The
hostages are then used as barter for escape.
Inadequate personalities are emotionally disturbed persons that may take a hostage to obtain and maintain prolonged
attention to themselves or their plight. Mental and/or emotionally disturbed employee(s), or other(s) visiting a facility
(State Department incident) can result in a potential hostage, a high risk suicide or acting out disgruntled employee
situation. Although it is certainly possible for you to become the victim of a terrorist hostage situation, you are far more
likely (statistical) to be taken hostage by a criminal or emotionally/mentally unstable individual. Loose groups such as
incarcerated criminals have accomplished takeovers and obtained hostages in Federal office buildings, courthouses, and at
Oakdale, CA; Louisiana and Atlanta, GA prisons.
Prison inmates with unplanned spontaneous hostages may respond more quickly to an effective tactically compressed
window-of-time frame and an early show of force.
16
However, a carefully planned hostage taking window-of-time frame should be tactically stretched out with
delaying tactics to minimize immediate harm to hostages. Structured groups such as terrorists maximize the propaganda
effect (of individual or multiple events of violence) for political or social change through media exposure. Terrorist victim
hostage(s) may be carefully selected, the operation well thought out, even rehearsed. Terrorists may penetrate facilities for
media coverage or as retaliation for real or imagined acts carried out by a government. The participant may be between 29
and 35 years of age, well educated, dedicated and willing to die for their cause, well trained and armed and experienced
with explosives and automatic weapons.
There are three choices for the hostage taker. The first is to choose martyrdom, kill the hostages and commit suicide. The
second is to lessen the demands to a more achievable proportion and continue negotiations. The third is to surrender to
police.
There are generally four choices for police commanders at a hostage situation. The first traditional confrontational
response is to amass officers and massive firepower and assault. The second is to use selective sniper fire. The third is to
use chemical agents. The fourth is to contain the area and negotiate with a specially trained negotiator. The first three will
almost always result in injury. The Israeli government investigates the martyr site for intelligence information, very
quickly cleans it up, repairs and normalizes the trade traffic to minimize the (media publicized) effectiveness of the
“terror” of suicide bombers on the “target” general public.
The average domestic crisis negotiation team response is about 45 minutes to one hour (Spaulding, 1987).
Therefore, the most crucial moments of the situation will be with the talents of the first responding officer(s). Overseas
travel may be entirely different. Contemporary law enforcement officers responding to, arriving, during and leaving all
hostage/barricade calls must be aware of their own safety to ensure the safety of others. Identifying and properly utilizing
effective cover and/or concealment will aid personal safety. Additional tactics such as contact and cover officer roles and
responsibilities increase safety for both officers.
Upon arrival, the investigating patrol officer(s) employs the ICER concept to the call.
Isolate physical and psychological activities on the scene and keep onlookers beyond the police safety line. Contain the
hostage taker mobility to the smallest location in the building or exterior area and deny the opportunity to observe the
police presence activities. This begins the confines of the inner perimeter and also allows time for crisis stabilization.
Evaluate because the original report may or may not be what the situation actually is. Gather as much cursory information
as possible. Assess the threat(s) and estimate the location(s) of the command post(s), and the number and proposed
positions of backup officers needed to establish a temporary inner perimeter. Report the number and identities of hostage
takers and hostages and their clothing descriptions, precipitating events, size and locations of the dangerous zones, inform
responding officers of recommended entry routes, types of weapons involved and directions or line of fire.
Patrol officers recognize that hostage situations require additional backup personnel, and equipment and expertise
beyond what is required for standard patrol responsibilities. They will often request tactical specialists for this type of call.
Tactical teams may be known by many terms: Special Weapons and Tactics (SWAT), Special Operation Response Team
(SORT), Special Operations Group (SOG), Emergency Response Team (ERT) or Hostage Rescue Teams (HRT) and
many other acronyms. Tactical officers arriving will replace the backup officers on the inner perimeter, allowing the
uniformed officers to report to the command post for operational debriefing and then be reassigned to reinforce the outer
perimeter.
Tactical teams will immediately establish physical and organizational boundaries for their operations.
Establishing inner and outer perimeters and cordons allow containing the crisis objective into sterile zones. All personnel
assigned should be made aware of the included and excluded description of areas and reference points, police positions,
command post locations, and law enforcement support services staging areas with VIP and media briefing positions.
Access into and out of the objective, through cordons, are required for evacuating persuaded people (often not wanting to
leave homes or offices without their valuables) to predetermined debriefing locations. Cordons also limit unauthorized
personal and media communications, food, water, drink, and utilities such as water, heat, air conditioning, cable, natural
gas or oil heating and cooking fuel. These then become negotiable utilities.
The responsible decision makers Commander, Strategic Operations Command (SOC),
Commander, Tactical Operations Command (TOC), and Supervisor, Crisis Negotiations Team
(CNT), utilize the Incident Command System (ICS) management procedures by delegating authority to empower and
supervise leaders and specialists, track situations, events, and any decisions made, and produce outcome reviews including
the use of force Rules Of Engagement (ROE).
17
Strategic Operations Command (SOC) command post (CP) sites are generally located at
the outer perimeter. They contain and disseminate the command and control (logistics, liaison
and coordination), communications and intelligence (CCCI) requirements to support the severity
and complexity of the operation. Some examples would be site security; access control;
operational, administrative, communications, financial, supply, liaison and intelligence personnel
check in; helicopter landing sites with ground and air vehicles parking control; VIP and media
briefing areas; staff arrival and scheduling, assembly, staging and departure areas; electrical and
telephone control; toilet, medical, mental health, legal advisory, feeding and sleeping areas.
Communications equipment often includes multiple frequency and interagency radios; landline,
cellular and satellite telephones; broadband cable, internet and standard broadcast television;
teletype and NLETS/NCIC/TECS/EPIC/DOD with state criminal history and personal credit
history computer access. Recorders maintain historical events/decisions/actions chronology with
site blueprints, topographical maps and situation maps. The SOC controls all personnel on scene
and authorizes execution of tactical plan except emergency situational operations.
Tactical Operations Command (TOC) command posts are primarily located within the
inner perimeter and within proximity of the situation. The TOC formulates the tactical plan,
makes recommendations to the SOC and executes plan with SOC approval. The TOC controls
the inner perimeter, probing for intelligence information, enhancing the CNT/TIE/EOD and
tactical team response and counter-sniper position, and encourages continuing negotiations and
shared information developed with the CNT supervisor. Technical Investigative Equipment
teams may be attached to the TOC to provide color, monochromatic, infrared and thermal long
range observation through miniature video and auditory surveillance devices mounted to
stationary platforms, man carried, or vibration gimbled to Remotely Piloted (RPV) or Unmanned
Aerial or Ground Vehicles (UAV/UGV), and send site and environmental sensory signal
information to the SOC, TOC and CNT unit sites.
Crisis Negotiation Teams (because of their training, special skills, knowledge and police
experience) are used to resolve a myriad of incidents such as barricaded subject, trapped armed
robbers, hostage situations, stalking victims and perpetrators, high risk suicide, mental health
warrants, high risk warrants, gang violence and applying stress reducing debriefing techniques to
crisis victims, police officers and other public service employees. Equipment needed for CNT
operation will usually include service weapons and issued equipment, civilian soft clothes, duty
wear uniform or tactical utility clothing with weather support outerwear and footwear with body armor.
HOSTAGE NEGOTIATION TRAINING KEY

4
Personal accessory equipment often includes pen, pencil, writing pad or notebook,
penlight and flashlight, knife, watch, compass, whistle, pocket mirror, electrical or masking or
duct tape, first aid kit, personal medicines, camping trail mix or field foods like Meals Ready to
Eat (MRE’s) with fruit juices, de-caffeinated coffee and water. Support equipment might
include chalkboards, map overlays, throw telephones with reel extension land lines, recorders
with voltage adaptors and listening headsets, and small mechanical tool kit. CNT members ask,
determine and re-ask certain questions throughout operations, they may include: Is this a
hostage or non-hostage incident? That answer is often determined by the situation. Is it a
hijacking or terrorist situation with political statements requiring bargaining/negotiation skills
(passing of time increases the safety of the hostages) or an incident more personal in nature, such
as a domestic incident or a barricaded suspect that is an emotionally disturbed individual or
trapped criminal (passing time increases the risk of the hostages)? Active listening/crisis
intervention skills might be more applied in these types of situations. Is this a negotiable
incident, or can it be made into it? This can be answered by determining if the hostage taker
has the need to live, if authority has threatened force, if there are substantive instrumental or
expressive demands (if not, the potential for violence increases), if the negotiator is viewed as
willing to help, if there are good communications and the number of hostage takers that believe
they are in charge. Non-negotiable demands would be weapons, personnel exchanged for
hostages, release of prisoners and non-prescription drugs.
What kinds of strategies and tactics can/should be used, at what risks and what are the
18
options? Negotiation strategies include: Demand Theories (Selye) that require action (stress)
and a (performance expectation) perception with a time frame. Another strategy deals with
personnel safety. The Cox-Mackay (1976) Transactional Model of Stress deals with
environment, abilities, dealing with stress demands, and measuring effectiveness, the Yerkes-
Dodson Law relates to measuring (appropriate) performance. Time effects are a tactic that
increase basic human needs and produce the opportunity of the negotiator to meet these needs in
exchange for something. The critically monitored Positive and Negative Transference may
occur due to shared experiences, dependency, proximity and tension of the situation. This could
(negotiator encouraged) develop into a classic Stockholm Syndrome (alignment of hostage taker
and hostages).
Negotiator Checklist Situation Board

Arrival interview with first responder:
Notes
What has occurred?
Who initiated the call?
Time of occurrence?
Police injuries?
Suspect injuries?
Hostage injuries?
Others injuries?
What kind of contact has been made with suspect?
When?
Is the situation locked in?
Where are the suspects located?
Where are the hostages located?
Where are the non-hostages?
Where is the floor plan?
Where are the telephones and types?
Where are the suspect’s observation points?
What firearms are used/located on the site?
What explosives/chemicals are located on the site?
What is the description/profile of the hostage taker?
What is the description/profile of the hostage?
What is the nature of the surrounding scene
What is the offender affiliation/public support like?

Data collection of subject in a hostage situation:
Full name Nickname
Age DOB Sex Race
Height Weight Recent gain/loss Build
Hair color Eyes color Glasses style or contacts
Scars, birthmarks, tattoos and other marks
Clothing and jewelry description
Marital history and current status/locations
Criminal history including violence/convictions/sentencing/disposition
19
Physical health/disease (self and family) factors
Sleep and eating patterns history
Mental health history, helpless/hopeless/suicide statements/attempts/and in this situation
Histrionic, Schizoid, Compulsive, Avoidant, Dependent, Narcissistic, or Aggressive personality style?
Temperament? Coping skills?
Family mental health history/actual or potential stressors/(in)voluntary commitments
Significant others/family members/friends/neighbors in life
Relationship to anyone in situation
Religion/participation
Military history/MOS/assignments/theatres of operations
Weapons/explosives history/and in this situation
Education and specialized skills/license training
Employment and experience history
Socioeconomic status history
Financial (real property/assets/funds acquisition/disposal) history
Residential stability
Daily activities/recreational/sporting/activity or behavioral changes
Wills (recently drawn/verbalized) or Power of Attorney issued
Substance use/dependency/abuse history/and in this situation
Transference (+/-) and Stockholm Syndrome history/and in this situation
Treatment from/to hostage takers/other hostages history/and in this situation
Newspaper records and media involvement
Traumatic incidents in life and recent history/reactions during and after
Involvements in negotiation history/and in this situation
Movement and stress behaviors history during this situation
Demands during this situation
Released, rescued, injured, surrendered or other status at resolution of this situation
Situation outcome
Notes or remarks:
Negotiator Coach Situation Board

Stage
Disposition Methods
Crisis Establish common ground relationship
Probe cause of the problem
Establish credibility
Encourage safety
Encourage ventilation
Identify and assess problem(s)
Validate feelings
Alert for suicide/homicide,
Prevent impulsive acting out,
Probe for survivors/succumbers,
defense mechanisms/coping strategies,
positive/negative transference & allow
Stockholm Syndrome development
Active listening
Overcoming communication
boundaries/reassurance
I/we content information
Paraphrasing
Likeability/similarity influence
Requests/consistent concern
Maslow’s Hierarchy of Needs
Mirroring
20
Using effective pauses
Clarifying meanings
Clarifying feelings
Active listening
Negotiations Facilitate prediction of outcome and
consequences
Facilitate planning different solution
Eliminate unacceptable solutions
Encourage choosing solution
Plan implementation
Problem oriented questioning
Problem solving questions
Advantage identification
Summarizing solution
Utilize command structure
Solution Resolution of situation
Managing protracted situations stress
Post-shooting trauma
Guided viewing
Hostage taker, hostages and
negotiator stress management
and mediation procedures
Defusing and Debriefing

Instrumental or Expressive Demand
Deadline Outcome

The HT… Conversation or content has…
Shows Positive signs of progress
Diminished references to violence;

Occurred more often and longer;
Slowed rate and diminished volume;
Diminished threats;
Moved to personal issues;
Moved past deadline without incident;
Resulted in released hostages; and
Resulted in no one killed or injured since onset of negotiations.
Shows Negative signs of progress and could become suicidal
Set a deadline for own death;

Insisted or provoked face-to-face negotiations (suicide by cop ritual);
Denied thoughts of suicide (by depressed personality HT); and,
Moved to disposition of property (suicide ritual).
Shows Negative signs of progress and could become volatile
Tied weapon to HT and/or hostage;
A history of violence;
Insisted or provoked a particular third person be brought to the scene;
Become angrier since negotiations;
Become more emotional in content since negotiations; and
Has no social outlet for expressing anxiety, fear or frustration.
21
Shows Negative signs of progress and lack of cooperation and rapport
No rapport and no clear demands or outrageous demands after significant
time period with negotiator.
Possible factors include use of alcohol or drugs by HT during
negotiations; and
Significant multiple stressors in HT’s life.
Stress Reactions of Subject

Stage Anxiety Behavior Mind State Speed of Action Intervention Range
1 Mild Reality oriented
External world
2 Moderate needs help
Outside to focus
3 Severe Poor
Productiveness
Can’t cope alone
Needs support
and direction
from outside
4 Panics Disorganized
Non-perceiving
Or Mis-perceiving, Severe physical reactions to stress
Feeling Oriented Internal World Fast None/Passive
Negotiator Supervisor Situation Board
Tasks Evaluated
Comments
Can trained members function without supervisor?
Are appropriate personnel available?
Is intelligence gathered in timely way?
Can communications be established/maintained?
Are appropriate records of the negotiations kept?
Is commander kept informed?
Hostage or non-hostage situation?
Negotiable now?
To make it negotiable?
Is tactical intelligence available for planning?
Has on-scene MHC completed suicide and Aggression Risk evaluation?
Has a threat assessment on hostages/hostage taker been developed?
Siege strategy and integrated tactics/negotiations plan developed?
Are negotiation strategy and defusing tactics developed?
Commander and tactical team commander briefed?
Are primary and secondary negotiators briefed?
Have negotiators discussed options?
Are support people on the job?
Is the right equipment on the job?
Has introduction been developed and practiced?
Is intelligence about incident being gathered and updated?
Is intelligence about people being gathered and updated?
Are words, tones, demands, promises, deadlines and outcomes
monitored?
Are content, affect and paralinguistics monitored?
Are situation boards completed, updated and shared?
Are primary and secondary negotiators reviewing what has been done and
assessing the results?
Are negotiators managing stress with breaks etc.?
22
Has MHC monitored negotiators throughout operation for stress tactics?
Are operational debriefings for team members and MHC arranged?
Are CISM defusings scheduled for all CNT and MHC members?
Negotiator Rating Assessment
Negotiation Supervisor and MHC Rating
Rating
Safety of hostages is the primary concern
Negotiates basic human needs (to live, biological, safety, social ego
and self actualization) transportation and money to buy time
Keeps possibility of escape alive in the mind of the HT
Keeps HT’s mind off killing hostages. Avoids deadlines.
Makes negotiations easier by reducing anxiety, avoids perception of
superiority when adapts posture, language and vocabulary to HT’s
Defers decisions on HT demands to higher authority
Maintains rapport with HT by reducing emotionality increasing
rationality. Reacts to changes in HT’s feelings or demands.
Does not bargain for additional/replacement hostages
Receives something in return for something and increases hostages
chances of escaping
Communicates intelligence gathered with CNT coach and MHC for
better decision making.
Given these circumstances I expect this negotiator will

Become fatigued, argument, angry or unsettled, thereby
exacerbating the crisis situation
5
Freeze and become irrelevant in the crisis situation 15
Become judgmental, or interpretive, losing trace of the HT’s
motivation
25
Become too probing, causing the HT to become defensive 35
Show concern, but not sufficient empathy 45
Show concern and empathy, but not be able to offer insightful
alternatives
55
Show empathy and general ability to seek alternatives 65
Show empathy and ability to guide HT to meaningful alternatives 75
INTRODUCTION:
Historical hostage practices
As the probable etymology (through French ostage, modern otage, from Late Latin
obsidaticum, the state of being an obsess or hostage; Medieval Latin ostaticum, ostagium)
from the Latin hostis ('guest') testifies, it has a history of political and military use dating
back thousands of years, where political authorities or generals would legally agree to hand
over one or usually several hostages in the custody of the other side, as guarantee of good
faith in the observance of obligations. These obligations would be in the form of signing of a
peace treaty, in the hands of the victor, or even exchange hostages as mutual assurance in
cases such as an armistice. Major powers, such as Ancient Rome and the British who had
colonial vassals, would especially receive many such political hostages, often offspring of
the elite, even princes or princesses who were generally treated according to their rank and
put to a subtle long-term use where they would be given an elitist education or possibly
23
even a religious conversion. This would eventually influence them culturally and open the
way for an amical political line if they ascended to power after release.
The practice of taking hostages is very ancient, and has been used constantly in
negotiations with conquered nations, and in cases such as surrenders, armistices and the
like, where the two belligerents depended for its proper carrying out on each others good
faith. The Romans were accustomed to take the sons of tributary princes and educate them
at Rome, thus holding a security for the continued loyalty of the conquered nation and also
instilling a possible future ruler with ideas of Roman civilization.
The practice continued through the early Middle Ages. The Irish High King Niall of the Nine
Hostages got his epithet Noígiallach because, by taking nine petty kings hostage, he had
subjected nine other principalities to his power.
This practice was also adopted in the early period of the British occupation of India, and by
France in her relations with the Arab tribes in North Africa. The position of a hostage was
that of a prisoner of war, to be retained till the negotiations or treaty obligations were
carried out, and liable to punishment (in ancient times), and even to death, in case of
treachery or refusal to fulfil the promises made.
The practice of taking hostages as security for the carrying out of a treaty between civilized
states is now obsolete. The last occasion was at the treaty of Aix-la-Chapelle in 1748, when
two British peers, Henry Bowes Howard, 11th Earl of Suffolk, and Charles, 9th Baron
Cathcart, were sent to France as hostages for the restitution of Cape Breton to France.
In France, after the revolution of Prairial (June 18, 1799), the so-called law of hostages was
passed, to meet the royalist insurrection in La Vende. Relatives of migris were taken from
disturbed districts and imprisoned, and were liable to execution at any attempt to escape.
Sequestration of their property and deportation from France followed on the murder of a
republican, four to every such murder, with heavy fines on the whole body of hostages. The
law only resulted in an increase in the insurrection. Napoleon in 1796 had used similar
measures to deal with the insurrection in Lombardy (Correspondence de Napoléon I. i. 323,
327, quoted in Hall, International Law).
In later times the practice of official war hostages may be said to be confined to either
securing the payment of enforced contributions or requisitions in an occupied territory and
the obedience to regulations the occupying army may think fit to issue; or as a
precautionary measure, to prevent illegitimate acts of war or violence by persons not
members of the recognized military forces of the enemy.
During the Franco-Prussian War of 1870, the Germans took as hostages the prominent
people or officials from towns or districts when making requisitions and also when foraging,
and it was a general practice for the mayor and adjoint of a town which failed to pay a fine
imposed upon it to be seized as hostages and retained till the money was paid. Another
case where hostages have been taken in modern warfare has been the subject of much
discussion. In 1870 the Germans found it necessary to take special measures to put a stop
to train-wrecking by parties in occupied territory not belonging to the recognized armed
forces of the enemy, an illegitimate act of war. Prominent citizens were placed on the engine
of the train so that it might be understood that in every accident caused by the hostility of
the inhabitants their compatriots will be the first to suffer. The measure seems to have
24
been effective. In 1900 during the Second Boer War, by a proclamation issued at Pretoria
(June 19), Lord Roberts adopted the plan for a similar reason, but shortly afterwards (July
29) it was abandoned (see The Times History of the War in S. Africa, iv. 402).
The Germans also, between the surrender of a town and its final occupation, took hostages
as security against outbreaks of violence by the inhabitants.
Most writers on international law have regarded this method of preventing such acts of
hostility as unjustifiable, on the ground that the persons taken as hostages are not the
persons responsible for the act; that, as by the usage of war hostages are to be treated
strictly as prisoners of war, such an exposure to danger is transgressing the rights of a
belligerent; and as useless, for the mere temporary removal of important citizens till the
end of a war cannot be a deterrent unless their mere removal deprives the combatants of
persons necessary to the continuance of the acts aimed at (see W. E. Hall, International
Law, 1904, pp. 418, 475). On the other hand it has been urged (L. Oppenheim,
International Law, 1905, vol. ii., War and Neutrality, pp. 271-273) that the acts, the
prevention of which is aimed at, are not legitimate acts on the part of the armed forces of
the enemy, but illegitimate acts by private persons, who, if caught, could be quite lawfully
punished, and that a precautionary and preventive measure is more reasonable than
reprisals. It may be noticed, however, that the hostages would suffer should the acts aimed
at be performed by the authorized belligerent forces of the enemy.
Article 50 of the Hague War Regulations provides that no general penalty, pecuniary or
otherwise, can be inflicted on the population on account of the acts of individuals for which
it cannot be regarded as collectively responsible. The regulations, however do not allude to
the practice of taking hostage.
In May 1871, at the close of the Paris Commune, took place the massacre of the so-called
hostages. Strictly they were not hostages, for they had not been handed over or seized as
security for the performance of any undertaking or as a preventive measure, but merely in
retaliation for the death of their leaders E. V. Duval and Gustave Flourens. It was an act of
maniacal despair, on the defeat at Mont Valrien on the 4th of April and the entry of the
army into Paris on the 21st of May. Among the many victims who were shot in batches the
most noticeable were Georges Darboy, archbishop of Paris, the Abbé Deguery, curé of the
Madeleine, and the president of the Court of Cassation, Louis Bernard Bonjean.
Illegal hostage taking
Taking hostages is today considered a crime or a terrorist act; the use of the word in this
sense of abductee became current only in the 1970s. The criminal activity is known as
kidnapping. An acute situation where hostages are kept in a building or a vehicle that has
been taken over by armed terrorists or common criminals is often called a hostage crisis.
Hostage taking is still often politically motivated or intended to raise a ransom or to enforce
an exchange against other hostages or even condemned convicts. However in some
countries hostage taking for profit has become an "industry", ransom often being the only
demand.
BODY / CONTENT:
25
HOSTAGE TAKING refers to terrorism cases in w/c a personis seized or detained w/ the threat to kill,
injure, or continue to detain the person in order to compel a third-person or governmental organization to do,
or to abstain from doing, at act as an explicit or implicit condition for the release of the person.
HOSTAGE TAKING SITUATIONS refers to a set of circumstances wherein a suspected law violator is
holding captive w/ use of intimidation while the police are in close contact w/ the suspect.
The hostage taker confronts the authorities and openly holds the victims for ransom. His demands are
often more than just material in nature. Political concessions are frequently demanded in exchange for the
hostages lives. The advantages of this new tactis are: First, because it is current, it attracts the media,
Second, the fact that live hostages are involved increases the drama of the event, thus pressure can be
applied by the terrorist to force concessions. Lastly, the hostage is a tangible-asset to the terrorist, something
w/ w/c to bargain.
PROCEDURES DURING HOSTAGE TAKING SITUATION

There are generally four choices for police commanders at a hostage situation. The first traditional
confrontational response is to amass officers and massive firepower and assault. The second is to use
selective sniper fire. The third is to use chemical agents. The fourth is to contain the area and negotiate with a
specially trained negotiator. The first three will almost always result in injury. The Israeli government
investigates the martyr site for intelligence information, very quickly cleans it up, repairs and normalizes the
trade traffic to minimize the (media publicized) effectiveness of the “terror” of suicide bombers on the “target”
general public.
The average domestic crisis negotiation team response is about 45 minutes to one hour (Spaulding, 1987).
Therefore, the most crucial moments of the situation will be with the talents of the first responding officer(s).
Overseas travel may be entirely different. Contemporary law enforcement officers responding to, arriving,
during and leaving all hostage/barricade calls must be aware of their own safety to ensure the safety of
others. Identifying and properly utilizing effective cover and/or concealment will aid personal safety.
Additional tactics such as contact and cover officer roles and responsibilities increase safety for both officers.
Upon arrival, the investigating patrol officer(s) employs the ICER concept to the call.
Isolate physical and psychological activities on the scene and keep onlookers beyond the police safety line.
Contain the hostage taker mobility to the smallest location in the building or exterior area and deny the
opportunity to observe the police presence activities. This begins the confines of the inner perimeter and also
allows time for crisis stabilization. Evaluate because the original report may or may not be what the situation
actually is. Gather as much cursory information as possible. Assess the threat(s) and estimate the location(s)
of the command post(s), and the number and proposed positions of backup officers needed to establish a
temporary inner perimeter. Report the number and identities of hostage takers and hostages and their
clothing descriptions, precipitating events, size and locations of the dangerous zones, inform responding
officers of recommended entry routes, types of weapons involved and directions or line of fire.
Patrol officers recognize that hostage situations require additional backup personnel, and equipment and
expertise beyond what is required for standard patrol responsibilities. They will often request tactical
specialists for this type of call. Tactical teams may be known by many terms: Special Weapons and Tactics
(SWAT), Special Operation Response Team (SORT), Special Operations Group (SOG), Emergency Response
Team (ERT) or Hostage Rescue Team (HRT) and many other acronyms. Tactical officers arriving will replace
the backup officers on the inner perimeter, allowing the uniformed officers to report to the command post for
operational debriefing and then be reassigned to reinforce the outer perimeter. Tactical teams will immediately
establish physical and organizational boundaries for their operations. Establishing inner and outer perimeters
and cordons allow containing the crisis objective into sterile zones. All personnel assigned should be made
aware of the included and excluded description of areas and reference points, police positions, command post
locations, and law enforcement support services staging areas with VIP and media briefing positions.
Access into and out of the objective, through cordons, are required for evacuating persuaded people (often not
wanting to leave homes or offices without their valuables) to predetermined

Debriefing locations. Cordons also limit unauthorized personal and media communications, food, water,
drink, and utilities such as water, heat, air conditioning, cable, natural gas or oil heating and cooking fuel.
These then become negotiable utilities. The responsible decision makers Commander, Strategic Operations
Command (SOC), Commander, Tactical Operations Command (TOC), and Supervisor, Crisis Negotiations
Team (CNT), utilize the Incident Command System (ICS) management procedures by delegating authority to
26
empower and supervise leaders and specialists, track situations, events, and any decisions made, and
produce outcome reviews including the use of force Rules Of Engagement
(ROE). Strategic Operations Command (SOC) command post (CP) sites are generally located at the outer
perimeter. They contain and disseminate the command and control (logistics, liaison and coordination),
communications and intelligence (CCCI) requirements to support the severity and complexity of the operation.
Some examples would be site security; access control; operational, administrative, communications, financial,
supply, liaison and intelligence personnel check in; helicopter landing sites with ground and air vehicles
parking control; VIP and media briefing areas; staff arrival and scheduling, assembly, staging and departure
areas; electrical and telephone control; toilet, medical, mental health, legal advisory, feeding and sleeping
areas.
Communications equipment often includes multiple frequency and interagency radios; landline, cellular and
satellite telephones; broadband cable, internet and standard broadcast television; teletype and
NLETS/NCIC/TECS/EPIC/DOD with state criminal history and personal credit history computer access.
Recorders maintain historical events/decisions/actions chronology with site blueprints, topographical maps
and situation maps. The SOC controls all personnel on scene and authorizes execution of tactical plan except
emergency situational operations. Tactical Operations Command (TOC) command posts are primarily located
within the inner perimeter and within proximity of the situation. The TOC formulates the tactical plan, makes
recommendations to the SOC and executes plan with SOC approval. The TOC controls the inner perimeter,
probing for intelligence information, enhancing the CNT/TIE/EOD and tactical team response and counter-
sniper position, and encourages continuing negotiations and shared information developed with the CNT
supervisor. Technical Investigative Equipment teams may be attached to the TOC to provide color,
monochromatic, infrared and thermal long range observation through miniature video and auditory
surveillance devices mounted to stationary platforms, man carried, or vibration gimbaled to Remotely Piloted
(RPV) or Unmanned
Aerial or Ground Vehicles (UAV/UGV), and send site and environmental sensory signal information to the
SOC, TOC and CNT unit sites.
Crisis Negotiation Teams (because of their training, special skills, knowledge and police experience) are used
to resolve a myriad of incidents such as barricaded subject, trapped armed robbers, hostage situations,
stalking victims and perpetrators, high risk suicide, mental health warrants, high risk warrants, gang
violence and applying stress reducing debriefing techniques to crisis victims, police officers and other public
service employees. Equipment needed for CNT operation will usually include service weapons and issued
equipment, civilian soft clothes, duty wear uniform or tactical utility clothing with weather support outerwear
and footwear with body.

Armor. Personal accessory equipment often includes pen, pencil, writing pad or notebook, penlight and
flashlight, knife, watch, compass, whistle, pocket mirror, electrical or masking or duct tape, first aid kit,
personal medicines, camping trail mix or field foods like Meals Ready to
Eat (MRE’s) with fruit juices, de-caffeinated coffee and water. Support equipment might include chalkboards,
map overlays, and throw telephones with reel extension land lines, recorders with voltage adaptors and
listening headsets, and small mechanical tool kit. CNT members ask, determine and re-ask certain questions
throughout operations, they may include: Is this a hostage or non-hostage incident? That answer is often
determined by the situation. Is it a hijacking or terrorist situation with political statements requiring
bargaining/negotiation skills (Passing of time increases the safety of the hostages) or an incident more
personal in nature, such as a domestic incident or a barricaded suspect that is an emotionally disturbed
individual or trapped criminal (passing time increases the risk of the hostages)? Active listening/crisis
intervention skills might be more applied in these types of situations. Is this a negotiable incident, or can
it be made into it? This can be answered by determining if the hostage taker has the need to live, if
authority has threatened force, if there are substantive instrumental or expressive demands (if not, the
potential for violence increases), if the negotiator is viewed as willing to help, if there are good
communications and the number of hostage takers that believe they are in charge. Non-negotiable demands
would be weapons, personnel exchanged for hostages, release of prisoners and non-prescription drugs.
What kinds of strategies and tactics can/should be used, at what risks and what are the options?
Negotiation strategies include: Demand Theories (Selye) that require action (stress) and a (performance
expectation) perception with a time frame. Another strategy deals with personnel safety. The Cox-Mackay
(1976) Transactional Model of Stress deals with environment, abilities, dealing with stress demands, and
measuring effectiveness, the Yerkes- Dodson Law relates to measuring (appropriate) performance. Time effects
are a tactic that increase basic human needs and produce the opportunity of the negotiator to meet these
needs in exchange for something. The critically monitored Positive and Negative Transference may occur due
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to shared experiences, dependency, proximity and tension of the situation. This could (negotiator encouraged)
develop into a classic Stockholm Syndrome (alignment of hostage taker and hostages).

Arrival interview with first responder:
Notes
What has occurred?
Who initiated the call?
Time of occurrence?
Police injuries?
Suspect injuries?
Hostage injuries?
Others injuries?
What kind of contact has been made with suspect?
When?
Is the situation locked in?
Where are the suspects located?
Where are the hostages located?
Where are the non-hostages?
Where is the floor plan?
Where are the telephones and types?
Where are the suspect’s observation points?
What firearms are used/located on the site?
What explosives/chemicals are located on the site?
What is the description/profile of the hostage taker?
What is the description/profile of the hostage?
What is the nature of the surrounding scene?
What is the offender affiliation/public support like?

Data collection of subject in a hostage situation:
Full name Nickname
Age DOB Sex Race
Height Weight Recent gain/loss Build
Hair color Eyes color Glasses style or contacts
Scars, birthmarks, tattoos and other marks
Clothing and jewelry description
Marital history and current status/locations
Criminal history including violence/convictions/sentencing/disposition
Physical health/disease (self and family) factors
Sleep and eating patterns history
Mental health history, helpless/hopeless/suicide statements/attempts/and in this situation
Histrionic, Schizoid, Compulsive, Avoidant, Dependent, Narcissistic, or Aggressive personality style?
Temperament? Coping skills?
Family mental health history/actual or potential stressors/(in)voluntary commitments
Significant others/family members/friends/neighbors in life
Relationship to anyone in situation
Religion/participation
Military history/MOS/assignments/theatres of operations
Weapons/explosives history/and in this situation
Education and specialized skills/license training
Employment and experience history
Socioeconomic status history
Financial (real property/assets/funds acquisition/disposal) history
Residential stability
Daily activities/recreational/sporting/activity or behavioral changes
Wills (recently drawn/verbalized) or Power of Attorney issued
Substance use/dependency/abuse history/and in this situation
Transference (+/-) and Stockholm syndrome history/and in this situation
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Treatment from/to hostage takers/other hostages history/and in this situation
Newspaper records and media involvement
Traumatic incidents in life and recent history/reactions during and after
Involvements in negotiation history/and in this situation
Movement and stress behaviors history during this situation
Demands during this situation
Released, rescued, injured, surrendered or other status at resolution of this situation
Situation outcome
Notes or remarks:

Stage
Disposition Methods
Crisis Establish common ground relationship
Probe cause of the problem
Establish credibility
Encourage safety
Encourage ventilation
Identify and assess problem(s)
Validate feelings
Alert for suicide/homicide,
Prevent impulsive acting out,
Probe for survivors/cucumbers, Defense mechanisms/coping strategies, Positive/negative transference &
allow
Stockholm syndrome development
Active listening
Overcoming communication
Boundaries/reassurance
Paraphrasing
Likeability/similarity influence
Requests/consistent concern
Maslow’s Hierarchy of Needs
Mirroring
Using effective pauses
Clarifying meanings
Clarifying feelings
Active listening
Negotiations Facilitate prediction of outcome and consequences

Facilitate planning different solution
Eliminate unacceptable solutions
Encourage choosing solution
Plan implementation
Problem oriented questioning
Problem solving questions
Advantage identification
Summarizing solution
Utilize command structure
Solution Resolution of situation

Managing protracted situations stress
Post-shooting trauma
Guided viewing
Hostage taker, hostages and negotiator stress management and mediation procedures
Defusing and Debriefing

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Instrumental or Expressive Demand
Deadline Outcome

The HT… Conversation or content has…
Shows positive signs of progress
Diminished references to violence;
Occurred more often and longer;
Slowed rate and diminished volume;
Diminished threats;
Moved to personal issues;
Moved past deadline without incident;
Resulted in released hostages; and
Resulted in no one killed or injured since onset of negotiations.
Shows negative signs of progress and could become suicidal

Set a deadline for own death;
Insisted or provoked face-to-face negotiations (suicide by cop ritual);
Denied thoughts of suicide (by depressed personality HT); and, Moved to disposition of property (suicide
ritual).
Shows negative signs of progress and could become volatile

Tied weapon to HT and/or hostage;
A history of violence;
Insisted or provoked a particular third person be brought to the scene;
Become angrier since negotiations;
Become more emotional in content since negotiations; and
Has no social outlet for expressing anxiety, fear or frustration.
Shows negative signs of progress and lack of cooperation and rapport

No rapport and no clear demands or outrageous demands after significant time period with negotiator.
Possible factors include use of alcohol or drugs by HT during negotiations; and
Significant multiple stressors in HT’s life.
Stress Reactions of Subject

Stage Anxiety Behavior Mind
Speed of Action
Intervention Range
1 Mild Reality oriented External world
Normal Normal None/Active
2 Moderate needs help from outside to focus
3 Severe Poor productiveness
Can’t cope alone
Needs support and direction from outside
4 Panics Disorganized
Non-perceiving or Mis-perceiving
Severe physical reactions to stress
Feeling oriented
Internal world
Fast None/Passive
Negotiator Supervisor Situation Board

Tasks Evaluated
Can trained members function without supervisor?
Are appropriate personnel available?
Is intelligence gathered in timely way?
Can communications be established/maintained?
Are appropriate records of the negotiations kept?
Is commander kept informed?
Hostage or non-hostage situation?
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Negotiable now?
To make it negotiable?
Is tactical intelligence available for planning?
Has on-scene MHC completed suicide and Aggression Risk evaluation?
Has a threat assessment on hostages/hostage taker been developed?
Siege strategy and integrated tactics/negotiations plan developed?
Are negotiation strategy and defusing tactics developed?
Commander and tactical team commander briefed?
Are primary and secondary negotiators briefed?
Have negotiators discussed options?
Are support people on the job?
Is the right equipment on the job?
Has introduction been developed and practiced?
Is intelligence about incident being gathered and updated?
Is intelligence about people being gathered and updated?
Are words, tones, demands, promises, deadlines and outcomes monitored?
Are content, affect and paralinguistic monitored?
Are situation boards completed, updated and shared?
Are primary and secondary negotiators reviewing what has been done and assessing the results?
Are negotiators managing stress with breaks etc.?
Has MHC monitored negotiators throughout operation for stress tactics?
Are operational debriefings for team members and MHC arranged?
Are CISM defusing scheduled for all CNT and MHC members?
Negotiator Rating Assessment

Negotiation Supervisor and MHC Rating
Safety of hostages is the primary concern
Negotiates basic human needs (to live, biological, safety, social ego and self actualization) transportation and
money to buy time
Keeps possibility of escape alive in the mind of the HT Keeps HT’s mind off killing hostages. Avoids deadlines.
Makes negotiations easier by reducing anxiety, avoids perception of superiority when adapts posture,
language and vocabulary to HT’s.
Defers decisions on HT demands to higher authority
Maintains rapport with HT by reducing emotionality increasing rationality. Reacts to changes in HT’s feelings
or demands.
Does not bargain for additional/replacement hostages
Receives something in return for something and increases hostage’s chances of escaping.
Communicates intelligence gathered with CNT coach and MHC for better decision making
RULES DURING HOSTAGE TAKING SITUATION
General
For the purpose of this plan, hostage taking is the seizing of any person against his/her will, within the
detention center, by any person, as a security for the performance or nonperformance of specific actions.
Prevention
The prevention of a hostage-taking incident is the responsibility of each employee.
Accordingly, employees are directed to:
1. Obey and enforce all of the rules of the detention center.
2. Never compromise security for any reason.
3. Safeguard facility keys at all times and, if attacked, make every attempt not to surrender your keys.
4. Promptly report all violations of security rules to your immediate supervisor.
5. Do not create adversary relationships with inmates; remember the “fair but firm” rule.
6. Always be pro-active in your thinking.
7. Never impart any information about the security of the facility, the staff, or aspects of the operation, to any
person who does not have a need to know and who is not personally known to you to be cleared for access to
that information.
8. Do not trust any inmate or any visitor.
31
Mission
When faced with a hostage situation, the mission of the Allegany County Sheriff’s
Office, in priority, is:
1. The safe release of hostages
2. To protect the lives and well-being of all affected participants
3. The apprehension of hostage takers
4. The protection of property and equipment
Response
1. Staff as Hostage
A. The decision to attempt to escape remains only with the staff member concerned. It is recommended,
however, should the staff be subdued, that resistance is often times futile and leads to greater injury or death,
and that attempts of escape, once subdued, are discouraged.
B. Staff who is in danger of becoming a hostage must immediately and by any means available alert any other
staff member. If applicable, activate your duress alarm!
C. Facility keys must be protected. Staff in possession of facility keys who are in danger of becoming a
hostage must deny inmates access to the keys by any means, active or passive.
2. Other Staff
The decision to go to the assistance of another staff member, who has been taken hostage or is in immediate
danger of being taken hostage, must be weighed against the possibility that the person rendering assistance
may also be placed in similar jeopardy.
A. Keys must be retrieved if possible.
B. The affected and non-affected areas must be immediately locked down.
C. The supervisor must be alerted immediately.
3. Shift Supervisor-The Shift Supervisor on duty must:
A. Immediately order a lockdown of the entire facility, including removing any inmates not in the housing unit
to a secure area and turning off the inmate telephones, televisions, water, and housing unit control panel.
B. Account for all keys.
C. Direct all non-emergency movement to cease and direct that no one be permitted to enter, leave, or move
within the facility, without the authority of the supervisor.
D. Make an immediate assessment of the situation and, if outside of the control or scope of the on-duty staff,
alert the TNT and contact the Sheriff and Assistant Administrator.
E. Direct the CCO to notify the EMC if there are keys unaccounted for or if there is any danger of keys falling
into inmate control.
F. Continually observe and/or monitor the situation.
G. Never permit the release of any inmate from the facility under any circumstance or condition of duress
whatsoever!
H. Remain in command until relieved by the Sheriff, Assistant Administrator or Lieutenant, or the relieving
supervisor.
I. Attempt to make contact with the hostage takers, either personally or through a trained experienced staff
member, to determine grievances and/or demands, and to determine if anyone is injured; an attempt may be
made to establish a dialogue with the hostage takers in so far as it does not jeopardize life, limb, or
negotiations; the Supervisor must remain ever mindful of the high stresses involved and when any doubt
exists, contact should be terminated and the situation monitored; no demands or promises should be made
by the on-duty staff until a trained negotiator is on the scene to advise.
4. Control Center Officer(s) (CCO’S)
The CCO’s will:
A. On order, notify EMC and advise that a hostage-taking situation exists.
B. Notify the Sheriff
C. On order, notify the TNT CDR
D. On order, implement the ERP
E. Do not permit the release of any inmate from the facility under any condition of duress whatsoever; any
order for the release of any inmate, which is not personally communicated by the Sheriff or his designee,
should never be obeyed.
F. On order, notify the hostage negotiator(s) by contacting EMC dispatcher.
5. EMC Dispatcher
Upon receipt of the notification from the CCO, the EMC dispatcher will immediately notify MSP, CCPD, and
ACSO patrol division and request immediate response.
6. Responding Agencies
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All responding agencies will report to their established posts and assume the assigned duties. All Liaisons will
report to the SEOC/CMT and await further instructions.
7. Negotiation Team
A. the Negotiation Team is under the direct supervision of the CMT CDR.
B. the Negotiation Team is comprised of a primary and alternate negotiator.
If the on-duty staff has established a rapport with the hostage takers, negotiations will continue until the
trained negotiator can be introduced into the team.
C. The negotiation team may negotiate for the safe release of hostages and may make concessions except:
i. Inmates will not be released
ii. Inmates will not be given weapons, drugs, or alcohol.
iii Hostages will not be added or exchanged.
iv. The negotiation team will report to the CMT Command Post and will be briefed and provided a separate
room with a call down phone capability.
v. Negotiation is the primary tool for resolution and will continue as long as successful resolution can be
reached.
vi. Negotiations will not be continued if, after negotiations have begun, any death or grievous bodily injury
occurs by the inmate or inmate group against any person. It is recognized that within an inmate population,
an individual or group may compete for dominance, control, or leadership, and that factions may occur. It is
with the safety of the hostages in mind that any death or grievous injury to any hostage by any inmate will
result in an armed assault.
vii. The negotiation team will not be told of any probable or anticipated assault.
8. Tactical Neutralization Team (TNT)
The TNT will be continually updated with intelligence information. The TNT
CDR will develop an initial assault plan and make adjustments as necessary.
There is no sniper option.
9. Intelligence Gathering
The CMT CDR will appoint one staff member to direct the all-source intelligence gathering activity. This
person will be located at the CMT Command Post.
Resolution
1. The CMT CDR announces termination of the incident and releases personnel.
2. All inmates will be searched.
3. All inmate areas will be searched.
4. All inmates will be returned to their housing units and normal operations will continue.
5. The CMT CDR will require after action reports from key personnel.
6. The Sheriff will direct an investigation into the incident and a debriefing.
7. Inmate hostage takers, ringleaders, et al, will be segregated until the close of the investigation.
Guidance for Initial Contact with Hostage Takers

In the opening stages of a hostage-taking situation, personal dynamics are extremely stressed. Violence, if it is
to occur, normally takes place within the first 10 to 15 minutes.
As the first staff member on the scene, the opportunity may present itself to speak with the hostage takers.
You must personally decide, given the circumstances, if this is an appropriate course of action. It is
recommended that you try not to negotiate with the hostage takers, rather, try to diffuse tensions.
1. Be conscious of both verbal and non-verbal language.
2. Choose words, tone of voice, and manner with care.
3. Pre-screen your statements from the hostage takers point of view.
4. Adapt conversation to the hostage takers’ level of vocabulary and education.
5. Always speak softer and lower than the hostage taker does and avoid being abrasive
6. Avoid questions that allow only “yes” and “no” answers.
7. Be conscience of your stance, voice characteristics, and facial expressions.
8. Do not use words, gestures, or posture that may be interpreted as superior, and avoid unnecessary
movements which may further excite the situation.
9. Do not use words such as hostage, hostage taker, SWAT Team, gun, crime, or any words that convey
violence, words that establish right or wrong, or words that convey imperatives, i.e., must, will, you better,
never etc.
Guidance to Hostages
Individuals who are detained by inmates must remember that their actions may form the basis for further
exploitation by their captors. Specific guidance for all situations is impossible, but the following general
33
guidance may be of assistance. It should be selectively applied considering individual circumstances and
specific situations.
1. Unless there are clear indications that your efforts stand a good chance for success, do not resist or
attempt to flee; otherwise, you may become an assassination target as an alternative objective.
2. Suppress initial panic and try to remain as calm as possible. Even though frightened, attempt to appear
calm. Keep in mind that forces are at work to secure your release.
3. While held captive, think of your oath of office, sense of duty, and personal integrity.
4. Attempt to get on a name basis with your captors. This should cause them to think of you as an individual
person rather than an object of authority, and ease tensions.
5. Do not become depressed if negotiations become prolonged. Time is on your side. The more time that
passes, the better your chances for a safe release.
6. Comply with any reasonable request of your captors, but try not to assist them in their cause.
7. Escape, unless made during the initial abduction, should be attempted only as a last resort. Generally,
there is not a good opportunity to escape and attempts should not be made unless they have been carefully
calculated. Escape efforts could impede negotiations and rescue efforts.
8. Whenever possible, note abductor characteristics. Habits, speech, mannerism, contacts, and physical
descriptions to assist in any apprehension and prosecution.
9. Do not reveal classified or sensitive information.
10. Avoid provocative remarks. Do not be belligerent. Your captors may be emotionally unstable and may
react violently to revocation.
11. Do not discuss expected actions by the government, family, friends, or the team negotiating for your
release. If asked, claim no knowledge.
12. When released, obtain and follow appropriate guidance from organizational authorities prior to any press
release.
13. File a detailed written report.
34

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Lesson 6: CRISIS MANAGEMENT

1. to arrive at a definitive resolution or crisis to restore the optimum level of functioning.

1. high level of professional skill

Basic concepts of the crisis theory

1. Equilibrium - state of balance or adjustment between opposite or divergent influences.

Details of the crisis model

1. It involves the events

a. Look into the GENESIS of a crisis.

a. new level of equilibrium

Crisis intervention with adults:

Crisis intervention techniques

1. General support – person without formal psychotherapeutic training

STEPS IN THE INTERVENTION

The PNP crisis management model basically involves two phases:

B. Reactive Phase – designed to address the situation or crisis. These incudes:

GENERAL TASKING AS A MATTER OF POLICY

2. NCCAS(National Commission on CIVIL AVIATION SECURITY)

Lesson 8 - CRISIS AND INCIDENT PREVENTIVE MEASURES

MANAGING HOSTAGE SITUATION

Differences between Hostage- Taking and Kidnapping

The difference between hostage – taking and kidnapping are:

1. The police are not aware of the captive’s location

Motives in Hostage- Taking

4. A husband or wife may take a child hostage in custody battles

Five Categories of Hostage-Takers

Three Generic Categories of Hostage-Takers

1. The Common Criminal

Mind Barriers in Dealing with Hostage-Takers

1. Law enforcers will have to discover the hostage-taker’s intentions

Reasons Why Common Criminals Take Hostages

Criminals have three common demands

Four Major Activities in Managing Hostage Situations

TWO BASIC CONCEPTS IN HOSTAGE-BARRICADE SITUATION

a. Criminals -are generally interested in money, escape or personal safety.

PERSONALITY TYPES OF HOSTAGE-TAKERS

QUICK RECOGNITION POINTS

1. If a person’s behavior is weird, he is probably a paranoid schizophrenic.

TACTICS AGAINST HOSTAGE-TAKERS

1. ESTABLISH AND MAINTAIN COMMUNICATION

a. problem-solving climate- show desire to understand

2. STALL FOR TIME

- reduce the stress environment

4. CALM THE HOSTAGE-TAKERS BY USING

- Maintain non-threatening communications, both verbal and non-verbal.

The three aspects of this syndrome are:

a. Positive- feeling of the hostages towards the hostage-takers.

Sec. 1 procedures to be followed in a Hostage Situation

a. A Crisis Management Task Group shall be activated immediately.

Sec. 3. Negotiator- he shall be designated by the Ground Commander.

Sec. 9. Procedures to be followed during Negotiations

a. Stabilize and contain the situation.

PRINCIPLES, TECHNIQUES AND PROCEDURES IN DEALING WITH HOSTAGE – TAKING INCIDENT

D. POLICE ORGANIZATION FOR COUNTERING HOSTAGE TAKING

a. The command group

b. The operating group

1. media relation team

d. Technical support group

E. POLICE TACTICS AND TECHNIQUES

1. The principal factors that will influence police decisions are:

4. The communications used by the offenders should be controlled by the police.

G. ACTIVITY AFTER INTERVENTION OPERATION

Hostage takers participate in either well planned or spontaneous reactions to a situation.

HOSTAGE NEGOTIATION TRAINING KEY

Negotiator Checklist Situation Board