Workshop

History of Negotiations

Country:
U.S.A.

Language:
English

Assault and rescue
Precision tactical action (rescue)
Contain and negotiate (barter)
Crisis intervention (interdisciplinary team)
Tactical team (perimeter)
Negotiations team (communication)
Commander (trained in both)

Evaluating the Crisis

Preservation of life
Arrest of the offender
Recover and protect property

Communications between the hostage taker and authorities

A leader or decision-maker among the hostage takers
A substantive demand or identified needs
Containment.
TIME
A negotiator for the authorities who wants to help
A departmental policy which orders negotiations

Prevent the spread of the threat.
Prevent the escape of the offender.
Prevent the entry of unauthorized persons into crisis area.
Isolate the offender from the outside world.
Narrow his/her options to negotiators
Containment enables a disciplined, controlled response by authorities

Benefits of Time:

Increases basic human needs
Reduces stress and anxiety
Increases rationality
Allows formation of offender - captive relationship
Increases opportunities for hostages to escape
Permits better decision making through the gathering intelligence
Allows formation of negotiator - offender rapport
Offender's expectations are reduced
Opportunities of identify and employ experts / consultants

Food
Drink
Money
Media coverage
Transportation
* command
* communications
* control

Weapons - no recommended
Exchange of hostages/victims - not recommended
Release of prisoners - not recommended
Drugs or alcohol - not recommended

Demands

Be open-minded and flexible when dealing with demands.
Let the offender make the first offer.
Repeat the offender's demand but "soften" them.
Try to get something in return for everything you give.
(even if it is only a promise or behavior change)
Try to make them earn what they receive from authorities
Log everything you provide and remind offender as necessary.
Don't raise his/her expectations by giving too much to soon.
Do not bring up old demands, unless it is too your advantage.
Be prepared to suggest alternatives.
Do not dismiss any demand as trivial.
Command must authorize all agreements.
Learn to distinguish between demands and needs

Deadlines

Are attempts to express control
(it is in no one's best interest to become violent)
Avoid acknowledging, references to, or accepting deadlines.
Contact them prior to deadline and talk them through it.
Do not set a deadline on yourself.
Use excuses of crisis / chaos for not meeting deadline.
Blame commanders or procedures, if necessary, for delays or misunderstandings.
Log all deadlines and inform command while ensuring they understand and not over-react.

The Hostages:

In most danger:

During the 1st hour of the incident
During any tactical resolution
During any physical interaction between authorities and crisis site

Hostages often create many problems for themselves and negotiators

The Stockholm Syndrome:

The hostages will begin to have positive feelings toward their captors.
(or identify with them).
The hostage takers develop positive feelings toward their captives.
The hostages will begin to have negative feelings toward authorities.

Negotiator's Relationship with the Hostages:

Don't raise hostage's value by talking about them or to them too much.
After personalizing them, give the hostages minimal attention
Getting to know hostages will put additional stress on negotiator.
Keep Stockholm Syndrome in mind when talking with hostages. (not always truthful)
Be wary of intelligence provided by hostages.
Be aware hostages may not like the idea the negotiator is bargaining with their lives (and ignoring them at the same time).

Exposed, Face-to-face Negotiations

Not recommended ever, but it will happen, so:

Not early in situation
Never with a gun pointed at you (or other significant threat).
Do not turn your back on offender
Wear body armor.
Always carry your weapon.
Coordinate closely with tactical / command.
Always have on-scene commander approval.
The "Boss" as a Negotiator

Command of the entire situation
Stalling technique lost (ALL HIGH RANKING OFFICIALS
Authority to make decisions SHOULD AVOID ACTING AS
Loss of objectivity NEGOTIATORS)
Maintenance of rapport
Personality
Recent work experience

If negotiators don't try to command,
Commanders should not try to negotiate!

The Surrender

Non-Response Situations

The offender may not be responding for a number of reasons:
Avoiding detection, arrest, incarceration
Continue to elicit responses - keep talking
Be assuring and non-threatening in comments
Negotiate using monologue, assuming you are being heard
Suggest methods of response

Use of Non-Law Enforcement Negotiators

Differentiate between those parties who appear early at the crisis site and offer (demand) to be placed in touch with the person in crisis (family, friends, clergy, neighbors, lawyers, media) and those persons accepted or sought out by authorities to be used for intelligence or as outside, substitute negotiators.
Remembering treatment of family / volunteers by authorities makes very good media stories.

Crisis Negotiating Team

Primary negotiator

Talks and listens to offender (a full time job)
(one primary at a time)
Developments intelligence

Secondary (coach)

Monitors all negotiations
Keeps primary neutral and on track
Assist / supports / protects primary
Filters all input and messages for primary
Provides primary with discussion points
Provides emotional support to primary
Available to relieve primary if necessary
Keeps logs (on smaller teams)

Negotiations team leader

Intelligence support

Tactical liaison

Mental health professional

No matter what, never negotiate alone!

Negotiator Selection Considerations

Street and life experiences Good listening skills
Successful interviewer Good verbal skills
Team player Emotionally stable
Flexible Mature
Remains calm under stress Familiar with tactical methods
Should not have command responsibilities
during crisis incidents

The Tactical Role of the Negotiator

?? Should the negotiator be told of an impending tactical action ??

Negotiating the "Non-negotiable" Situation