Art of Negotiation
Art of Negotiation
Art of Negotiation
MANAGEMENT
˃ Introduction to Negotiation
˃ The Negotiating Cell
˃ Hostage/Crisis Negotiation Procedures
˃ Understanding the siege problem
˃ Media Management
˃ Method of Operation
Introduction to Negotiation
˃ INCIDENT COMMANDER/STAFF
˃ TACTICAL & SECURITY TEAMS
˃ EOD TEAMS
˃ INTELLIGENCE
˃ MEDICAL/RESCUE TEAMS
˃ MEDIA LIAISON TEAMS
˃ OTHER SUPPORT GROUPS
˃ NEGOTIATORS
Introduction to Negotiation
NEGOTIATIONS
˃ CONSISTENT WITH A POLICY OF NO
SUBSTANTIVE CONCESSIONS
FUNDAMENTAL PRINCIPLE
OBJECTIVES OF NEGOTIATIONS
˃ Intelligence gathering
˃ Assault preparation
˃ Establishing routine
˃ Rapport and stability building
˃ Explaining police activity
Introduction to Negotiation
➢ Locate
Strategy
˃ Preservation of Life – Safe recovery of the hostages – Safe release
of hostages and safe removal of hostage takers without danger or
harm to police or public
˃ Arrest of the offenders
˃ Recovery of evidence - to facilitate any future prosecution
Negotiator Key Skills
NO PRECISE RULES AS EACH SIEGE
/ INCIDENT IS DIFFERENT
therefore . . . .
˃ REMEMBER
Words count for about 7% of
a speakers efforts
˃ WHILE
DELIVERY, APPEARANCE AND BODY
LANGUAGE COUNT FOR 55%
COMMUNICATION
It is not all about YOU talking and THEM listening
NO….
INFLUENCE
RAPPORT
EMPATHY
ACTIVE
LISTENING
SKILLS
Negotiating Cell Structure
Negotiating Cell Structure
SHOULD INCIDENT
?
Negotiating Cell Structure
ANSWER - No
˃ Too busy
˃ Inability to defer - no time to think
˃ Knows too much
˃ Can give too much
˃ Emotional overload
˃ Different skills
INCIDENT COMMANDERS
COMMAND
NEGOTIATORS
NEGOTIATE
Negotiators limitations
˃ Negotiators must be aware of the limitations which can be
imposed through parameters set by the incident commander
and other specialist teams.
CELL
STRONGHOLD
BASE
STATION
OUTER CORDON
THE NEGOTIATING CELL
INCIDENT THE CELL THE
COMMANDER STRONGHOLD
Negotiator 1
Negotiator 2 Hostage
Advisers, press Negotiator 3 takers and
liaison, CID etc. Negotiator 4 hostages
The Co-Ordinator
INTELLIGENCE CELL
Intelligence flow
Negotiating Cell Structure
ROLE OF NEGOTIATOR
COORDINATOR
˃ Strategic advisor
˃ Team leader
NEGOTIATORS
˃ BUY TIME
˃ GAIN INTELLIGENCE
Hostage/Crisis Negotiation
Procedures
Hostage/Crisis Negotiation Procedures
˃ CONTAIN
˃ ISOLATE
˃ EVACUATE
˃ NEGOTIATE
DELIVERIES
➢ Negotiators
Tactical Firearms
Tactical Swat Unit
Incident Commander
Hostage/Crisis Negotiation Procedures
DELIVERIES
➢ Think SAFETY at all times
➢ The plan must be approved by the
incident commanders
DELIVERIES
➢ Done well - good for rapport and trust
➢ Intelligence opportunity
➢ Firearms liaison officer to cell
➢ Communication throughout delivery
➢ STOP if hostage taker does not do
exactly as agreed
Hostage/Crisis Negotiation Procedures
COLLECTIONS
➢ Plan Carefully
➢ May be the same as for delivery
➢ Intelligence Opportunity
➢ Talk through with Hostage Takers
➢ Think ‘SAFETY’
Hostage/Crisis Negotiation Procedures
˃ All about:-
◦ The stronghold
◦ The hostages
◦ The hostage takers
WHAT HAS HAPPENED?
˃ WHO?
˃ WHEN?
˃ WHERE?
˃ WHY?
˃ WHAT FOR?
˃ HOW?
˃ HOW LONG?
THE STRONGHOLD
Any place or vehicle from which police are
excluded or from which demands are made
˃ Where?
˃ Static or mobile
˃ What can we see?
˃ What can they see?
˃ Are we safe - what are the
conditions?
˃ Are they safe - what are
their conditions?
THE HOSTAGES
THEIR LIVES IN YOUR HANDS
˃ How many?
˃ Who?
˃ Why - deliberate or accidental
˃ How?
˃ How armed?
˃ Where in the stronghold?
˃ External support?
COMMUNICATING WITH THE
STRONGHOLD
˃ Face to face through the door
˃ Loud hailer
˃ Telephone
˃ Cellular telephone
˃ Field telephone
˃ Radio
˃ Internet
FACE TO FACE
AND HARD
TO HEAR
˃ Technical advances
˃ Not secure
˃ Scannable
˃ Can’t cut off without number
˃ Dropping a cell
FIELD TELEPHONE
HARD WIRE HANDSET TO HANDSET
˃ Secure
˃ Isolates communication
˃ Expandable technically
˃ A positive police action
˃ An intelligence opportunity
˃ Measure the line and mark
˃ Technical Opportunity
RADIO
˃ Safe
˃ Slow process (thinking time)
˃ Distance
BUT
˃ Insecure
˃ Interference
˃ Propaganda medium
˃ Rapport difficult
INTERNET
˃ New - Has been used in extortion cases
DEMANDS
DEADLINES
DEMANDS - 1
THREATS OR OPPORTUNITIES
DON’T
˃ Seek them
˃ Ignore them
˃ Say ‘Yes’ to them
˃ Say ‘No’ to them
˃ Misunderstand them
˃ Call them ‘DEMANDS’
DEMANDS - 2
HANDLE WITH CARE
DO
˃ Refer to the Incident Commander
˃ Explain difficulties
˃ Reduce expectations
˃ Think tactically
◦ Delivery
◦ Partial delivery
˃ Seek reciprocation
DEMANDS - 3
LISTEN TO ANYTHING
DON’T
˃ Give anything away
˃ Make offers without reason
˃ Make offers outside your control - fulfilment
˃ Dismiss as trivial
˃ Resurrect forgotten demands
DEMANDS - 4
USE YOUR TEAM
DO
˃ Sow seeds of doubt
˃ Seek precise details
˃ Make secure delivery arrangements
˃ Consider alternative gratification
˃ Multiple demands - deal with easy ones first
DEMANDS - 5
MEDICAL ASSISTANCE
˃ Is there a medic in the stronghold - do we expose?
˃ Patient out - NOT medic in
˃ Offer first aid
˃ Consult a doctor - medication?
˃ Think intelligence and bonding
˃ Who will go in / out?
˃ Who are they treating
˃ Brief medic - for intelligence opportunity
DEADLINES - 1
DON’T
˃ Accept them
˃ Ignore them
˃ Invite them
˃ Offer them
˃ Remind them
˃ Forget them
˃ Deny them
DEADLINES - 2
DO
˃ Take them seriously
˃ Sow early seeds of doubt
˃ Tell the incident commander
˃ Talk through them
˃ Be conscious of heightened tension
A SIEGE IS
A PROBLEM
UNDERSTAND
THE PROBLEM
HOSTAGE TAKERS
˃ Domestic Sieges
˃ Criminal - kidnappers and blackmailers
˃ Offenders for cause or terrorists
˃ Singletons, group operators; mentally unbalanced,
emotionally disturbed
DOMESTIC SIEGES
THE COMMON WORK
˃ Alcohol
˃ Drugs
˃ Sex
˃ Children
˃ Alcohol, drugs, sex and children
DOMESTIC SIEGES
NEGOTIATING STRATEGY
˃ Violent taking
˃ Unplanned - No plan
˃ No choice of hostages
THE CRIMINAL
NEGOTIATING STRATEGY
PROVIDE A SOLUTION
˃ Appeal to reason
OFFENDERS FOR CAUSE
OR
“TERRORISTS”
Advantages:
˃ Disseminate information to the community quickly
˃ Encourage feedback/assistance from the community
˃ Promote policing activities, events, operations
˃ Publicize policing successes
˃ Enhance feelings of confidence and safety in the
community
Media: The Bad
Disadvantages:
˃ Can cause fear and concern in the community
˃ Publicize policing activities negatively
˃ Sensationalize or exaggerate stories
˃ Limited/ no control over story angles
˃ Compromise investigations, court cases
˃ Raise ethical/moral concerns
Media: The ugly
˃ The name of the person/ people involved (Wltil after the first court appearance
unless there is a suppression order)
˃ The criminal record of any person or any details about character or reputation
(eg drug user, association with known criminals)
˃ Any comment on an emotional state, state of mind of the suspect or the motive
(or lack of) for the crime.
˃ Primary negotiator.
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No. 2 Negotiator
2
No. 3 Negotiator
3
No. 4 Negotiator
˃ Board person.
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Negotiator Coordinator
˃ Team leader.
˃ Selection of team.
˃ Location of cell.
˃ Method of negotiating.
˃ Deployment of Interpreter/ Intermediary.
˃ Translating Incident Commanders strategy. into
negotiating reality.
5
Negotiator Coordinator (Cont’d)
˃ No. 1 - Talks.
˃ No. 2 - Supports.
˃ No. 3 - Communication link & Log.
˃ No. 4 - Boards.
˃ Coordinator - Team leader.
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Log
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Boards
˃ Purpose.
˃ Clarity.
˃ Flip Charts v White Boards.
˃ Adapt to your circumstances.
˃ Location of boards.
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Boards (headings).
˃ Demands. ˃ Plans.
˃ Deadlines. ˃ Delivery.
˃ Hostage taker(s). ˃ Surrender.
˃ Hostages. ˃ Break out.
˃ Police Action’s. ˃ Hostage Reception.
˃ Intel gathered.
˃ Things we need to know.
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