CRISIS

MANAGEMENT
and
HOSTAGE
NEGOTIATION
PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, PESE, CEOE

1
 “CRISIS is a crucial
event or situation requiring a
special response to assure an
acceptable solution”

2
 CRISIS MANAGEMENT

Refers to measures to identify,

acquire, and plan the use of resources
needed to anticipate, prevent, and/or
resolve a crisis, disaster, threat to
public safety or acts of terrorism.

3
CRISIS IS CHARACTERIZED BY:

• Time Compression
• Necessitates rapid response
• Necessitates unexpected response
• Normal activities carry on

4
CRISIS IS CHARACTERIZED BY:

• Threats to
- Life
- Property
- Reputations
- Relationships
- Operations
5
CRISIS IS CHARACTERIZED BY:

• Organizational Structure Different

from Organizational Standard

6
CRISIS IS CHARACTERIZED BY:

• Management System that Facilitates

Decision Making Process

7
CRISIS IS CHARACTERIZED BY:

• Special Analysis, Planning, and

Implementation of Crisis Response
Plans and capabilities.

8
 CRISIS NEEDS:

• Special and Specific Legal Considerations

• Special and Specific Response to Media,
Public
• Special Emphasis of Identifying Victims

9
TWO TYPES OF CRISIS

MAN-MADE NATURAL

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MAN-MADE CRISIS/EMERGENCIES

1. Civil Disturbance
2. Revolt
3. Revolution
4. Border Incident
5. War
6. Kidnapping
7. Hijacking
8. Hostage-Taking
9. Terrorists Activities
10. Attacks/Raids on government installations/ vital
facilities.
11
NATURAL CRISIS/EMERGENCIES
• Fire
• Marine/Air Disasters
• Structural Collapse
• Hazardous Spills
• Utilities failure (Power, Water, Telephone)
• Nuclear Accidents
• Fuel shortage
• Pestilence/epidemic
• Floods
• Volcanic Eruption
• Earthquake
• Typhoons
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 GENERAL TASKING
(E.O. 320, E.O. 773, R.A. 10121)
MAN-MADE CRISIS/EMERGENCIES
- Peace and Order Council (POC) at the
appropriate level shall primarily act on the crisis
situation.

NATURAL CRISIS/EMERGENCIES
- Crisis as a result of natural disasters or
calamities, the National Disaster Risk
Reduction and Management Council
(NDRRMC) and its subordinate entities shall
primarily address the problem.
13
 Memorandum From the President
22 March 2011

Amending the Crisis Management Organization

as Provided for in the 2000 Crisis Management
Manual

14
 CHAPTER 4
CRISIS MANAGEMENT ORGANIZATION

4.1 General

As a matter of policy, natural calamities and disasters shall

be the responsibility of the National Disaster risk Reduction
Management Council (NDRRMC) while man-made crisis shall
be addressed in accordance with this memorandum order.

15
 4.1.1. For purposes of this order, a crisis or emergency is
defined as a situation arising from an incident or a series of
incidents of grave national importance, with implications on
national security including those with serious diplomatic,
political, and peace and order ramifications.

This shall be the responsibility of the Standing Committee

for National Crisis Management.

16
 4.1.2. For this purpose, a permanent Cabinet Cluster to address this type of
crisis/emergency is established to be called the Standing Committee for National
Crisis Management (SCNCM). It shall be composed of the following:

Chairman: Executive Secretary

Members:
Vice-President
Secretary of Foreign Affairs
Secretary of National Defense
Secretary of the Interior and Local Government
Secretary of Justice
Secretary of Health
Secretary of Social Welfare and Development
Secretary of Finance
National Security Adviser
Head/s, Communications Group

17
 4 .1.3. The SCNCM shall serve as the policy and decision-
making for crisis prevention and management. The SCNCM
shall provide the President with updates on developments
concerning a crisis or emergency and decision inputs on the
resolution of-such crisis or The Head/s, Communication Group
shall develop an appropriate Crisis/Emergency
Communications Plan which shall be implemented and strictly
adhered to by the SCNCM, NCMC and all other government
officials or agents.
 

18
 4.3. PEACE ORDER COUNCILS
 
4.3.1. As a general rule, the “Peace and Order Councils (POC),
which were reorganizes under Executive Order No. 309, series of
1987, as amended, shall serve as the operational or implementing
arm of the SCNCM at the regional, provincial, city or municipality,
and barangay level.
 
4.3.2. For this purpose, the POCs shall organize at the regional,
provincial, city or municipality, and barangay levels Crisis
Management Committee (CMC) whose structure is similar to that
provided for in this order. In the case of Metro Manila, the MMDA
Chairman or whoever is designated by the President as Chairman of
the Regional POC shall serve as Chairman of the Regional CMC.

19
 4.3.3. The local CMC shall be responsible for mobilizing
resources, coordinating inter-agency or government efforts,
ensuring that the operational demands during the crisis period
are met and all actions are coordinated and complementary at
the local level. The local CMC shall provide timely and
verified reports at regular intervals to the SCNCM.”

20
 References
• R.A. 7160, Sec. 116(Creating local POCs)
• E.O. 309, Nov. 11, 1987 (Reorganizing the POC)
• E.O. 366, September 1997
• E.O. 320, March 11, 1988 (Amending E.O. 309)
• E.O. 739 August 19, 2008 (Reorganizing the POC)
• M.O. 121, Oct 31, 2000 (Updating Gov’t policy on
Terrorism particularly on Hostage-Taking Situations)
• Crisis Management Manual (Nov 15, 2000)
• Manual on Crisis Management (PNP, 1996)
• E.O. 773 January 5, 2009 (Further reorganizing the POC)
• Police Operational Procedures (March 2010)
• R.A. 10121 Philippine Disaster Risk Reduction and
21
Management Act of 2010.
 Memorandum Order No. 121

POLICY GUIDELINES
D. Tasking

As a general rule, management of terrorist-

related crises shall be part of the mandated tasks
of concerned national agencies and local
government units (LGUs). Agencies and LGUs
must, therefore, be capable of taking proactive
action upon cognizance of terrorist activities in
their respective areas of jurisdiction.
22
 Memorandum Order No. 121

If experiencing deficiencies, agencies and

LGUs must endeavor to remedy such
deficiencies and build capabilities of their
personnel and logistics to a level where they
can effectively and promptly orchestrate crisis
management efforts with minimal supervision
from the national government.

23
 Memorandum Order No. 121

1. Role of the Philippine National Police

(PNP)
a. xxx The police commander ensures that
a crisis is resolved by peaceful means but
at the same time, sets up a contingency
plan for the appropriate police and/or
military action. xx

24
 Memorandum Order No. 121

Role of the Armed Forces of the Phils. (AFP)

a. xxx perpetrators have preponderant military

capability, the AFP unit having jurisdiction over
the affected municipality or province shall take
a proactive role to assist the PNP and LGU
concerned in resolving the crisis.

b. xxx the AFP takes the lead in the preparation

of a contingency plan over a crisis that arises
from insurgency or secessionism, or internal
security threats, xxx 25
 Memorandum Order No. 121

Role of the Armed Forces of the Phils. (AFP)

c. xxx the AFP shall also make a policy to develop

its own pool of trained negotiators for hostage-
taking situations arising from insurgency or
secessionism. xxx

26
 Memorandum Order No. 121

2. Role of Local Government Units (LGUs) and

Peace and Order Councils (POCs)

a. If a crisis is not resolved at the local police

level, the POC of the municipality or province
affected by the crisis immediately convenes
and forthwith organizes/activates a CMC
headed by the concerned local chief executive
(the mayor or the governor as the case may
be) with guidance from the national
government, in accordance with the Crisis
Management Manual.
27
 Memorandum Order No. 121

2. Role of Local Government Units (LGUs) and

Peace and Order Councils (POCs)

b. The CMC orchestrates all efforts to resolve

a crisis through careful coordination of all
agencies concerned. The CMC is not the
negotiating team. Thus, local executives or
CMC members shall refrain from acting as
negotiators or mediators so as not to raise the
stakes in a hostage-crisis situation. The CMC
instead, designates and official negotiator
preferably from the pool of trained negotiators
from the PNP or AFP.
28
 Memorandum Order No. 121

2. Role of Local Government Units (LGUs) and

Peace and Order Councils (POCs)

c. At the same time, the CMC tasks the

police and/or the military to craft and
prepare a contingency plan for the use of
reasonable force if peaceful measures are
exhausted.

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 Memorandum Order No. 121

2. Role of Local Government Units (LGUs) and

Peace and Order Councils (POCs)

d. The local CMC ensures the continuity of

all government actions and efforts on the
ground until its responsibility has been
assumed by a higher CMC or agency of the
national government.

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THE CRISIS MANAGEMENT MANUAL
November 15, 2000

xxx xxx xxx

There is a need for all government agencies or

units that would potentially be involved in crisis
situations to craft or develop their own crisis
management manuals, if they don’t have one. If
manuals for other agencies exists, a harmonization
might be in order in order to close the loop and
ensure an efficient and multi-agency action during
crisis situations.
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 THE CRISIS MANAGEMENT MANUAL

The Manual provides the policy and

doctrinal guidelines that all parties involved
in the handling of crisis situations should be
aware of.

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 THE CRISIS MANAGEMENT MANUAL

Applicability
The manual applies to crisis situation
resulting from peace and order problem such
as terrorism and criminality.

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 THE CRISIS MANAGEMENT MANUAL

In terms of operation, the Manual provides

the guides for the two phases of crisis
management, from the Pro-active to
Reactive Phases.

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 PROACTIVE PHASE

PREDICT PREVENT PREPARE

UPDATE OPN SCTY/ PLAN

ACTIVE SCTY
MEASURES
ORGANIZE
PERS SCTY
THREAT PASSIVE
INPUT TRAIN
ANALYSIS SCTY MEASURES

EQUIP

PHYSICAL SCTY/ SIMULATED

WARNING/ALERT DRILLS AND
PROPHYLACTIC SYSTEMS/
ACTIONS AUDIT
MEASURES ACTIONS

ADJUSTMENT 35
 REACTIVE PHASE
PERFORM
INITIAL ACTION

ACTION

TACTICAL ACTION/
NEGOTIATION INTERVENTION

POST ACTION

PROCESSING AND INVESTIGATION FILING AND PROSECUTION

DEBRIEFING

TRAINING AND RETRAINING

PROTECTION OF DOCUMENTION 36
INCIDENT SCENE DAMAGE COMPENSATION/
REHABILITATION
a. Initial Action
xxx Any military/police unit taking cognizance of
a crisis incident shall immediately undertake
appropriate actions to contain the crisis situation
and report the matter to the cognizant agencies
through channels, regardless such crisis
situation is within or beyond its capability to
handle.

xxx includes monitoring of the progress of the

incident, securing the scene, protecting itself,
establishing perimeter security, evacuation xxx
37
b. Action

xxx begins as soon as the On-Scene

Command Post (OSCP) is established
and the Tactical Intervention, Service
Support Units, Negotiation Team, and the
Public Affairs personnel arrived and are
deployed.

38
c. Post Action

xxx begins as soon as the perpetrators

surrender, or when they are captured or
neutralized and the crisis situation is
deemed cleared.

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 POCs
CMCs

ON-SCENE COMMANDER

NEGOTIATION OPERATIONS SERVICE SUPPORT PUBLIC AFFAIRS

GROUP
GROUP GROUP GROUP

INVEST/LEGAL
NEGOTIATION SECURITY TEAMS PUBLIC INFO
TEAM ELEMENTS TEAM
INTEL TEAM
LIAISON TACTICAL MEDIA CONTROL
TEAM ACTION/ TEAM
INTERVENTION MEDICAL TEAM
ELEMENTS
CIVIL RELATIONS
COMMEL TEAM TEAM
UTILITIES
LIAISON TEAM
FIRE-FIGHTING

LOGISTICS
TEAM
40
ADMIN TEAM
CRISIS MANAGEMENT ACTION
GROUPS

CRISIS MANAGEMENT
ACTION GROUP

NEGOTIATION OPERATIONS SERVICE SUPPORT PUBLIC AFFAIRS

GROUP GROUP GROUP GROUP
NEGOTIATION GROUP

NEGOTIATION GROUP

LIAISON TEAM NEGOTIATION TEAM

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OPERATIONS GROUP

OPERATIONS GROUP

SECURITY TACTICAL/ UTILITIES LIAISON

ELEMENTS INTERVENTION TEAMS

AREA SECURITY PERIMETER

SECURITY

INNER OUTER
AFP PNP

OVERT CROWD CONTROL

COVERT TRAFFIC CONTROL

43
CHECK POIINTS
SERVICE SUPPORT GROUP

SERVICE SUPPORT GROUP

INVESTIGATION/LEGAL TEAMS MEDICAL TEAM

INTELLIGENCE TEAM FIRE FIGHTING TEAM

COMMEL TEAM LOGISTICS TEAM

ADMIN TEAM

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PUBLIC AFFAIRS GROUP

PUBLIC AFFAIRS
GROUP

PUBLIC INFO
TEAM
MEDIA CONTROL
TEAM
CIVIL RELATIONS
TEAM

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LOWER LEVEL CRISIS
MANAGEMENT
ORGANIZATIONS
POCs
CMCs

NEGOTIATION OPERATIONS SERVICE SUPPORT PUBLIC AFFAIRS

GROUP GROUP GROUP GROUP

POLITICAL MILITARY GOVERNMENT MEDIA

ELEMENTS ELEMENTS AGENCIES

MILITARY/ GOVERNMENT
POLICE POLICE AGENCIES
ELEMENTS MILITARY/
ELEMENTS
POLICE
ELEMENTS MILITARY /
NGOs POLICE
ELEMENTS
NGOs
OTHERS

OTHERS

46
CRISIS MANAGEMENT POLICIES

2.1 Terrorism as a Criminal Act

The government considers all terrorist

actions, regardless of motivation, as criminal
acts and therefore, shall be prosecuted and
penalized under the Revised Penal Code. xxx

47
CRISIS MANAGEMENT POLICIES

2.2 Peaceful Means and other Option

in the Resolution of a Crisis

The government shall exhaust all peaceful

means in seeking solution to a crisis to
minimize, if not prevent, the loss of life and
destruction of property… Armed action shall
however, be calibrated as required by the
situation, to ensure safety of victims and
innocent civilians.
48
CRISIS MANAGEMENT POLICIES

2.3 No Compromise with Terrorists

The government shall not accede to

blackmail or terrorist demands. Nor shall it
grant ransom or concessions that will benefit
the perpetrators and give terrorist an
operational advantage over the Government.
Terrorist shall be prevented or denied from
benefitting from the fruits of their crime.

49
CRISIS MANAGEMENT POLICIES

2.4 Safety of Victims and Civilians

The safety of victims and civilians shall be

the government’s primordial concern in the
resolution of a crisis. In situations involving
foreign nations, the government shall act in
accordance with its policies, and maintain close
contact and coordination with the foreign
government concerned.

50
CRISIS MANAGEMENT POLICIES

2.5 Prompt Handling of a Crisis at the

Lowest Level Possible

All terrorist-based crisis are generally

police matters and shall be handled as
such unless the situation escalates into
that which requires a higher unit of
authority to carry out the government
Anti-Terrorism Policy.
51
CRISIS MANAGEMENT POLICIES

2.6 Coordinated Government

Response to a Crisis

The government shall handle a

terrorist-based crisis through a Crisis
Management Committee (CMC) that is
activated by the appropriate level of the
Peace and Order Council (POC) with
jurisdiction over the incident.
52
CRISIS MANAGEMENT POLICIES

The CMC directs the mobilization of

necessary government resources to assist
in the resolution of a crisis. It shall also
set the mode of interoperability between
concerned agencies to ensure the
operational demands during crisis period
are aptly met, and all government action
are coordinated and complementary.

53
CRISIS MANAGEMENT POLICIES
2.7 Public Information Management
and Advocacy
The government shall ensure the prudent
handling of information to and from the
media by conducting advocacy steps to
effectively convey its position. The
government shall ensure that the
information it disseminates will not
prejudice nor hamper ongoing operations
or the crisis management process. xxx 54
CRISIS MANAGEMENT POLICIES
2.8 Subscription to Anti-Terrorism
Covenants
The Republic of the Philippines
subscribes to international conventions
and initiatives against terrorism and will
participate in all endeavors designed to
strengthen the international cooperation
to prevent and neutralize terrorist acts.
xxx
55
CRISIS MANAGEMENT POLICIES
2.9 Respect for Human Rights
All government personnel responding
to any crisis situation shall at all times
respect human rights of people including
those of suspects of terrorist activities.

56
CRISIS MANAGEMENT POLICIES
2.10 Crisis Situation involving Foreign
Nationals
xxx the government will act in
accordance with the existing bilateral
understanding or agreement with the
foreign government… in the absence of
such agreement … in accordance with its
policies…

57
CRISIS MANAGEMENT POLICIES

2.13 Handling of Hostage Situations

• The AFP/PNP shall ensure the safety of

civilian hostages as a paramount
consideration that shall take
precedence over all others.,
• Achieve the early liberation of the
hostages or victims.
• xxx xxx
58
CRISIS MANAGEMENT POLICIES

2.15 Organization of AFP/PNP Special

Action/Reaction Units at all Levels
Executive Order No. 216 series of 1995
shall govern the organization of AFP/PNP
units reacting to terrorist based
crises/emergencies.

59
 ON-SCENE COMMAND POST

a. The OSCP shall be established at the

vicinity of the crisis incident site
where it can best monitor and
control the crisis management
operations. All instructions from the
CMC shall be relayed to the OSCP
through the CMOC.

60
b. An On-Scene Commander shall be
designated by the Chairman, CMC from
among the senior officers of the PNP
Headquarters. He shall be responsible
for everything that is happening at the
crisis incident scene. He shall exercise
direct command and control over all
negotiation, operation, support and
public affairs group assigned to him by
the CMC.
61
 All orders at the scene of the crisis
incident shall emanate from the On-
Scene Commander only. He shall
communicate and clear all his
actions, if necessary, with the CMC.

62
 E.O. No. 773
FURTHER REORGANIZING
THE PEACE AND ORDER COUNCIL

63
 Organization of NPOC
The Director-General of the National Security Council (NSC)
The Executive Secretary
The Secretary of Foreign Affairs
The Secretary of National Defense (SND)
The Secretary of Justice
The Secretary of Agriculture
The Secretary of Agrarian Reform
The Secretary of Public Works
The Secretary of Social Welfare and Development
The Secretary of Health
The Secretary of Trade and Industry
The Secretary of Transportation
The Secretary of Education
The Secretary of Environment and Natural Resources
The Press Secretary
The Chairman of the Dangerous Drugs Board
The Chairman of the National Commission on Indigenous Peoples
The Presidential Adviser on the Peace Process
The Director-General, Presidential Management Staff
The Director-General, Philippine Information Agency
The Chairperson of the Presidential Anti-Graft Commission
The Chief of Staff of the Armed Forces of the Philippines (CSAFP)
The Chief of the Philippine National Police (PNP)
The Director of the National Bureau of Investigation
Three (3) Representatives from the private sector who shall be appointed by the President 64
of
the Philippines.
 THE NPOC
The National Peace and Order Council
(NPOC) addresses various aspects of
national security particularly those
affecting peace and order.
Peace and Order Councils are likewise
established at the regional, provincial
and city/municipal level to perform the
same functions at such levels.
65
Sec. 2 - Responsibility of the NPOC
(a) To contribute to the strategies of the National
Security Council that would effectively respond to
peace and order problems:
 (b) To coordinate and monitor peace and order
plans;
 (c) To provide a forum for inter-disciplinary
dialogue and deliberation of major issues and
problems affecting peace and order;
 (d) To perform such other duties and functions as
the President may direct.
66
Sec. 3 - Duties and Functions of Sub-
National Councils.
The RPOCs, PPOCs, CPOCs, and MPOCs shall have the
following duties and functions:
a) Provide a forum for dialogue and deliberation of major
issues and problems affecting peace and order,
including insurgency;
b) Recommend measures which will improve or enhance
peace and order and public safety in their respective
areas of responsibility, including anti-insurgency
measures;
c) Recommend measures to converge and orchestrate
internal security operations efforts of civil authorities and
agencies, military and police;
67
Sec. 3 - Duties and Functions of Sub-
National Councils.
d) Apply moral suasion to and/or recommend sanctions
against local chief executives who are giving material and
political support to the Communist rebels;
e) Monitor the provision of livelihood and infrastructure
development programs and projects in the remote rural
and indigenous population areas adopted to isolate them
from the Communist rebels’ “Agitate/Arouse, Organize
and Mobilize” and ideological, political and organization
works;
f) Perform all other functions assigned by law, the President
or the NPOC.
The Civilian Volunteer Organizations (CVOs) shall be managed and
supervised by the respective Regional, Provincial, City or Municipal
68
Directors of the PNP.
 Sec. 4. NPOC Secretariat

At the provincial, city and municipal levels, the

Secretariat of the PPOC, CCOC and MPOC shall
be headed by the most senior DILG officer
stationed in the province, city or municipality.
The Secretariat at each level shall be assisted in
its functions and duties by the regular staff of the
Council Chairman.

69
 Composition of the CPOC

Mayor as Chairman and the Vice Mayor

as Vice Chairman.
City counterparts of the departments,
offices and agencies in the NPOC.
One (1) representative from Sangguniang
Panlungsod
The Chairman of the CPOC shall appoint
three (3) representatives from the private
sector.

70
 The Crisis Management
Committee (CMC)

In accordance with Executive

Order No. 320, the NPOC has
constituted Crisis Management
Committees at all levels specifically
to take decisive action in emergency
situations.

71
 FUNCTIONS of the Crisis
Management Committee
• Formulate crisis management
procedures.
• Integrate and orchestrate actions to
prevent and control crisis incidents.
• Address crisis situations arising
from peace and order and internal
security concern.
72
 Composition of Lower Level CMC

• Lower level CMC is composed of

- Political leadership
- Military/Police
- NGOs

73
• All crisis incidents at city level shall be
handled by the City Crisis Management
Committee.
• The City CMC Operations Center shall be
established at the PNP Operations Center
and the On-Scene Command Post shall be
established at the most appropriate location
in the vicinity of the crisis incident scene.

74
ACTIONS DURING CRISIS
1. CONTAIN the incident
2. ISOLATE the affected area
3. EVACUATE person at risk
4. APPROPRIATE POLICE ACTION
5. RESTORE NORMALCY/REHAB

75
 CONTAINMENT
• First response procedures
• Identify & locate the incident
• Identify immediate extent and potential
risk of the problem
• Secure the scene & establishing
perimeter security
• Monitoring the progress of the incident
• Establish an Operation Center
• Establish On Scene Command Post
76
 ISOLATE

• Establish a security zone

• Identify access for each CM Components
• Monitoring the progress of the incident
• Gathering of information
• Clear areas for possible evacuation

77
 EVACUATION

• Evacuation procedures
• Establish triage area
• Management of Casualties
• Identify temporary mortuary area

78
 POLICE ACTION
1. Contain, Isolate and Negotiate.
2. Contain, Isolate and demand surrender.
3. Employment of chemical agents to
resolve the situation.
4. Sniper to neutralize the threat.
5. Send in the tactical team (SWAT).

79
 REHABILITATION

• Returning back to normalcy

80
 HOSTAGE
NEGOTIATION
 INTRODUCTION

• Negotiation is a two way process.

• Police response to hostage situation vary.
• Primary goals of the negotiation.

82
WHAT is
hostage
taking ?
83
 MANAGEMENT OF HOSTAGE TAKING (BARRICADED) INCIDENT
Receipt of information

a. Incident Recording1: b. Deploy first responders, if needed

c. Alert all concerned tasked groups
•Name and contact number of informant
•Name of person who received the information
•Time and date of the report/call
•Who are involved (Perpetrators/Victims)
•Nature of incident
•Time and date of incident
•Location of incident
•Other pertinent/significant information
•To whom the report was relayed for action

Initial Police Action2

Refer/Inform PNP Higher Authority and other

No
Can the concerned concerned Agencies
territorial unit handle •Activate CIMC/CIMTG
the situation?

Yes
No Does the critical incident
require the activation of the
Operational Response3 Crisis Management
Committee (CMC)?

Resolved
Yes
CMC4

CMC Initiates Action/s

Did the CMC’s action/s solve the problem

Yes
without operational response?5
Hand-over
R
No ES
OL
VE
D
CIMC/CIMTG for Operational Response6

Resolved

Post Action and Assessment8

THE NEGOTIATION PROCESS

Hostage-taking
• Variety of reasons
• Unifying concept
• The preferred way, not the only way
• Accepted concept in handling hostage
situations

85
 THE NEGOTIATION PROCESS

• When emotions overwhelm the ability to

think and reason rationally, a crisis state
occurs.

• Outside intervention is often necessary.

• Crisis situations are caused by sudden

unpredictable events, which call for
immediate intervention.
86
 THE NEGOTIATION PROCESS

• Communicating with a person in crisis.

• Satisfying HUMAN NEEDS
a. Survival
b. Psychological needs
c. Psychosocial needs
Needs satisfied = function adequately
Needs unsatisfied = crisis situation
87
 Things to do when relating to a
person in crisis:
• Understand
Try to show an understanding of what the
individual is experiencing.

• Empathize
Try to relate how you would react in this same
situation, remembering that you are rational and
the person involved in the crisis may not be.

88
 Things to do when relating to a
  person in crisis:
• Show Concern
Tell the individual that you truly care about
their welfare.

• Build Trust
Trust is built by not being caught in a lie,
keeping promises and continually interjecting
during the conversation the phrase, “Trust Me.”

• Show Compassion
Reassure the person that they are okay and
have value as a person. 89
 Things to do when relating to a
  person in crisis:
• Listen
Listen to what is being said as well as how it
is being said.

90
• Negotiation is a process in which two or more
persons, groups or entities with conflicting
interests voluntarily engage in a dialouge or
discussion in order to arrive at an agreement that
will benefit all the parties concerned.
• Negotiation is notthrough
about winning
Negotiating a thirdan argument in
person
order to get what you want. It is about working
Negotiating in behalf of a third person
with the other party or parties so that everyone
gets what they want.
• The key word in negotiation is compromise. This
means those concerned must be willing to
concede to each other’s request or demands, to
give in and to give up certain things in order that
everyone comes to a happy agreement.
• TheNegotiating
goal of negotiation is not to win but to reach
through a third person
an agreement that will benefit everyone
Negotiating
concerned.
in behalf of a third person
• A good negotiation fosters stronger working
relationships between people or groups and
promotes mutual understanding among every one
concerned, especially after a healthy agreement
has been reached.
• All negotiators must be willing to work with those
Negotiating through a third person
who have conflicting interests and to compromise
Negotiating in behalf of a third person
or exchange for value in order for the negotiation
to be a success.
• A Negotiation can only be possible when both
parties acknowledge the legitimacy of each other’s
conflicting viewpoints and are willing to work out a
solution or agreement in order to arrive at a win-
win solution.
• All negotiators
Negotiatingshould learna how
through thirdtoperson
give and take
in order to achieve their desired outcomes and to
Negotiating in behalf of a third person
find lasting solution.
• A good negotiation end with all players winning
or gaining something.

• Negotiation involves an exchange of ideas

between human beings and its success thus
depends on the participants’ understanding of
humanNegotiating
nature andthrough a third
the ability person with
to empathize
and Negotiating
anticipate each other’s of
in behalf needs.
a third person
• Every Negotiator must have a high stress
threshold, a knowledge of human psychology and
an open mind that will allow him to change his
appraisal of a situation whenever necessary.

• Weigh all your options before agreeing

Negotiating through a third personto enter
into negotiation.
Negotiating in behalf of a third person
• In all negotiation, always look beyond what the
other party is openly demanding. Oftentimes their
real needs and wants are hidden behind their
words and actions.

• Keep the doors through

of communication wide open if
Negotiating a third person
the negotiation appears to have failed.
Negotiating in behalf of a third person
 WHAT NOT TO DO

• Over Stern
Try not to give direct, one way orders.

• Indifference
Do not show an “I don’t care” attitude.

• Indecisiveness
Show them that you know what you are
talking about and that you have the answers and
are indeed able to assist.
98
 WHAT NOT TO DO

• Carelessness
Never become careless. Remember that all
crisis situations have a potential for violence.

You should never place yourself in a

dangerous position.

99
 FACTORS AFFECTING THE
NEGOTIATION PROCESS

1. Manpower resources
2. Time (Universally accepted procedure)
3. The Negotiations Area and Command Post
4. Containment and Isolation
5. Control of Phone Lines
6. Controlling Utilities
7. Demands and Deadlines

100
 The Paramount Objective of
Negotiation is to SAVE LIVES!

101
Other Objectives of NEGOTIATION

a. To gather intelligence from the stronghold.

b. To gain enough time for the assault
preparation.
c. To establish routine among the
perpetrators.
d. To build rapport with the perpetrators.
e. To build stability within the stronghold.
f. To provide time to explain the police
activity to the perpetrators and the
hostages.
102
 OTHER REASONS FOR NEGOTIATION

a. Tactical team need time to prepare.

b. Time is provided for additional experts to arrive.
c. Intelligence is gained.
d. The hostage takers' plans, intentions and actions
can be delayed and/or diverted.
e. Searching for alternatives is expanded.
f. Dialogue increases the hostage takers'
vulnerability.
103
NO PRECISE RULES AS
EACH SIEGE / INCIDENT
IS DIFFERENT

104
 A BEHAVIOUR AND PROBLEM SOLVING STAIRWAY
Try to understand the situation from their perspective, before trying to
Change anything…….

Change of
Behavior

In treading the stairs, the

* Reciprocity * Liking
balance is to walk with one foot Influence
* Commitment * Scarcity
in their shoe while keeping the * Social Proof * Authority
other in your own.
Lead-step back into your shoes
Rapport
*Questions * Reframe
* Explanations * Self Disclosure
* Suggestion/Advice

Empathy Respond – walk in their shoes

* Effective Pause
Active * Silence
Listening * Paraphrase
* Summarize
Introduction * Echo/Mirror/Reflect
* Minimal Encourages

Hello, my name is ----- I am with the police and I would like to help ……
* Perhaps include a short summary of what you understand the situation to be/
PNP HN Training Team
why police have been called.
THE HOSTAGE TAKER
(Sometimes there are no hostages)

• How many?
• Who?
• Why - deliberate or
accidental
• How?
• How armed?
• Where in the stronghold?
• External support?
 THE HOSTAGES
THEIR LIVES IN YOUR HANDS

• How many? Who are they?

• What, if any, relationship with the hostage
takers?
• Age, sex?
• Physical and mental health?
• Where in the stronghold?
 THE HOSTAGES
THEIR LIVES IN YOUR HANDS

• Dealing with hostages, during and after

the incident.
• Source of information.
• Assist in the prosecution.
 THE STRONGHOLD
Any place or vehicle from which police are
excluded or from which demands are made

• Where?
• Static or mobile
• What can we see?
• What can they see?
• Are we safe - what are the conditions?
• Are they safe - what are their conditions?
 NEGOTIATION
SUB-TASK GROUP

110
 POC
CMC

ON-SCENE COMMANDER
NEGOTIATION OPERATION SERVICE SUPPORT PUBLIC AFFAIRS
GROUP GROUP GROUP GROUP
INVEST/LEGAL
NEGOTIATION SECURITY TEAMS PUBLIC INFO
TEAM ELEMENTS TEAM
INTEL TEAM
LIAISON TACTICAL MEDIA CONTROL
TEAM ACTION/ TEAM
INTERVENTION MEDICAL TEAM
ELEMENTS
CIVIL RELATIONS
COMMEL TEAM TEAM
UTILITIES
LIAISON TEAM
FIRE-FIGHTING

LOGISTICS
TEAM
111
ADMIN TEAM
 NEGOTIATION GROUP

• The primary concern of the

Negotiation Team is to save lives,
prevent destruction of property, and
pave the way for a peaceful resolution
of the crisis situation.
• Exhaust all peaceful means to comply
with the policy of the government in
dealing with a hostage taking incident.
112
 NEGOTIATION

• Do not introduce outsiders (non-law

enforcement officers) into the negotiation
process, unless their presence is extremely
necessary in the solution of the crisis. If so
introduced, they shall be properly advised
on the do’s and don’ts of hostage
negotiations. – Rule 26 Section 3. Police Operational
Procedures
• Police officers without proper training shall
not be allowed to participate in hostage
negotiations. Rule 26 Section 3. Police Operational
Procedures

113
 NEGOTIATION

• The chief negotiator undertakes the

negotiation as soon as he has been properly
briefed and has received instruction from the
OSC.

• He shall keep the OSCP informed of the

progress of negotiation and shall take
instructions only from the OSC.

114
 NEGOTIATION

• The chief negotiator does not command

and neither does the on-scene commander
negotiate.

• The Negotiation Team may allow

intermediaries, such as national or local
political leaders, members of the clergy,
immediate family members of the
perpetrators or hostages, or other
respected/credible leaders in the community,
to help in the negotiation. However, they
should be supported and backed up by
trained members of the Negotiation Team. 115
xxx
 NEGOTIATION

• The Negotiation Team shall be composed

of personnel trained and experienced in the
art of negotiation.

• Negotiators may employ psychologists and

interpreters to facilitate dealings with the
perpetrators as the situation warrants.

116
 NEGOTIATION

• All negotiations shall be terminated as soon

as the perpetrators take hostile action or
begin killing hostages.

• No further negotiations shall be undertaken

once the Reaction Intervention Unit
Commander initiates tactical operation to
neutralize the perpetrators.

117
 NEGOTIATION

• The negotiation team shall be located

separately from the other members of the
CMC but within the inner cordon. The team
location should be strategically located to
provide the negotiators the general view of
the stronghold.
• The negotiation cell serves as the
command center of the Negotiation Team.
• Negotiators must communicate directly to
other elements for purposes of coordination
during deliveries and collections. 118
 NEGOTIATION

• The negotiation team leader reports directly

to the OSC.
• The negotiation team develop and
disseminate intelligence information gained
through negotiation.

• Come up with a negotiation strategy.

• Conduct of Hot Debriefs.

119
 
Negotiators shall be designated by the Ground
Commander. No one shall be allowed to talk to
the hostage-taker without clearance from the
negotiator or Ground Commander.

120
THE NEGOTIATION TEAM

• Primary Negotiator
• Secondary Negotiator
• Intelligence/Recorder
• Board Negotiator
• Team Leader/Coordinator
 THE NEGOTIATION TEAM

Primary Negotiator
• Actively engaged in talking with the
hostage taker.
• Gather intelligence while in the process
of negotiation.
• Take part in team meetings.
• Develops strategies, prepare an
opening statement and structured
communication.
05/03/2022
 THE NEGOTIATION TEAM

Secondary Negotiator
• Supports the No.1
• Ideas
• Silent running
• Active listening
• Safety

05/03/2022
 THE NEGOTIATION TEAM

Intelligence Negotiator
• Link with the outside world
• Passes on important information
• Supports the No. 1 & No. 2
• Maintains a log
• Relief for secondary negotiator

05/03/2022
 THE NEGOTIATION TEAM

Board Negotiator
• Board person
• Maintains all visual displays

05/03/2022
 THE NEGOTIATION TEAM

The Team Leader

• Selection of team
• Location of cell
• Method of negotiating
• Deployment of Interpreter/ Intermediary
• Translating On-Scene Commander’s
strategy into negotiating reality

05/03/2022
 Psychiatrist/Psychologist

Can give advice on:

• Profile of subject
• Constant assessment of subjects’
mental status.
• Welfare or stress of the negotiators.
• Does not negotiate directly.

05/03/2022
 THE NEGOTIATION TEAM

Recap of Roles

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

05/03/2022
 The Negotiation Cell

• Location.
• Security.
• Silent Running.
• Equipment.

05/03/2022
Boards (headings).

130
 NEGOTIATORS IN THE COMMAND
STRUCTURE

INNER CORDON ACP

NEGOTIATION
CELL

STRONGHOLD

COMMAND
POST

OUTER CORDON
131
HOSTAGE TEAM DEVELOPMENT

Effective Hostage Negotiation Teams

do not just happen by accident, but
instead are created by diligent selection,
planning and preparation.
THE NEGOTIATION TEAM
Selection Process

• Volunteers
• Gender
• Race and Ethnicity
• Age
• Skills
THE PROBLEM

NEGOTIATOR

134
HOSTAGE TAKER
 THE PROBLEM

NEGOTIATOR

INTERPRETER

135
HOSTAGE TAKER
 THE PROBLEM

NEGOTIATOR

HOSTAGE
SPOKESMAN

136
HOSTAGE TAKER
 THE PROBLEM

NEGOTIATOR

INTERPRETER

HOSTAGE
SPOKESMAN

137
HOSTAGE TAKER
 “The success or failure of managing a hostage
taking situation depends largely on the
individuals involved, the specific location of the
incident, the equipment used, the effectiveness
of pre-planning and scenario training, and the
determination and commitment of all
personnel.”

- PSUPT ORLANDO O YEBRA

end

139