1. 1 Copyright © 2010, Elsevier Inc. All rights Reserved. Chapter 3 Crisis Management: Goals, Tasks, and Skills – The R.E.A.C.T Model Crisis Negotiations 4 th Edition

2. 2 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Employing an Integrated Model: REACT Recognition, Engagement, Assessment, Contracting, Terminating The incorporation of current research in behavior change and negotiators’ experiences, to address some of the shortcomings of the Crisis Intervention model. Mission - the least loss and most gain for everybody involved

3. 3 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Principles from Behavioral Science: “Technical Eclecticism” A. Empathy B. Expectations C. Frames or Triggers D. Stages of Change E. Ambivalence F. Resistance

4. 4 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Empathy Establishing contact with another and in defining the issues with which they are struggling. Levels of Empathy 1. Subtractive Empathy - takes away from negotiation 2. Basic Empathy - actor’s message and negotiator’s response are about the same 3. Additive Empathy - facilitates negotiation

5. 5 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Active Listening Skills Fundamental model for demonstrating empathy 1. Open-Ended Questions/Statements 2. Effective Pauses 3. Minimal Encouragers 4. Mirroring 5. Paraphrasing 6. Emotional Labeling

6. 6 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Expectations “A looking forward to; anticipation, a look for as due, proper, or necessary” Expectations by Actor about the police about the future outcome of the incident about the person they hold Expectations by Police about the subject how the subject will respond to different tactics about the outcome

7. 7 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Frames or Triggers: SAFE Model Substantive Demands - instrumental, situation ally relevant wants, interests, and needs; addressed with bargaining and problem-solving Attunement - degree of trust, power, control and relationship developed between the subject and negotiator; addressed by engaging in cooperative behavior Face - projected self image of the subject; addressed by validating the Face needs of the subject Emotional Distress - intense, negative emotions that compromise an individual’s to ability to cope with the stress of a crisis situation; addressed by helping subject cope with their situation

8. 8 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Stages of Change It is important to recognize change as a process in order to choose the most appropriate intervention at the appropriate time. 1. Pre-contemplation Stage - resistance to change 2. Contemplation Stage - considering change 3. Preparation Stage - recognizes the need & develops a plan for change 4. Action - executes plan for change

9. 9 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Ambivalence as an Issue in Negotiations Ambivalence about the negotiators Ambivalence about toward self Ambivalence towards others Ambivalence about the situation Ambivalence about the negotiators suggested course of action Ambivalence about surrendering

10. 10 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Expected Emotions from Ambivalent Actors during Stages of Change StageExpected AmbivalenceExpected Emotions Pre-Crisis CrisisAttunement Face Fear, Anger Shame, Disgust AdaptationSubstanceAmbivalence ResolutionAttunement Face Fear Shame

11. 11 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Noting & Facilitating Change Things to Keep in Mind 1. Motivation MUST come from HT 2. It is the HT’s task to resolve ambivalence 3. Direct persuasion is not an effective method 4. Negotiation style = eliciting & quite 5. Negotiation style = directive 6. Resistance is not a HT trait 7. HT relationship is more like a partnership Facilitating Change 1. Express empathy 2. Develop discrepancy 3. Role with resistance 4. Support self-efficacy

12. 12 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Steps & Questions in Developing Discrepancy Steps 1. Focus on change talk 2. Ask for elaborate reasons for change 3. Ask about extremes 4. Looking back 5. Looking forward 6. Exploring goals and values Questions 1. What is it that you want/need 2. Is what you are doing getting you those things? 3. What are you going to do different to get them?

13. 13 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Resistance “the act of defending one’s position in response to confrontation.” Identifiers of Resistance Arguing Interrupting Negating Ignoring Dealing with Resistance “Role with Resistance”

14. 14 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. The REACT Approach to Negotiations: Goals, SAFE Issues, & Stages of Change Pre-CrisisCrisisAdaptationResolution RecognitionEngagementAssessmentContracting/ Controlling Terminating/ Transferring Goals Planning Strategy and Tactics Develop Safety and Security Build: Rapport and Reassurance Facilitate: Ventilation and Validation Evaluate RiskFacilitate: Predication and Planning Develop: Problem Solving Resolve: Ambivalence Gain: Surrender Transfer: Responsibility SAFE Issue Substantive Attunement Face Emotions Substantive Attunement Face Emotions Substantive Attunement Face Emotions Substantive Attunement Face Emotions Stage of Change Pre-ContemplationContemplation Preparation Action

15. 15 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. The REACT Approach to Negotiations: Tasks & Skills Pre-CrisisCrisisAdaptationResolution RecognitionEngagementAssessmentContracting/ Controlling Terminating/ Transferring Tasks Assess: Initial Risks Characteristics: Type of Siege Type of Person Stage of Change Check Attitude Establish Communication Plan Introduction Credibility Show Empathy – Understanding Use BLS Assess: Suicide Risk Homicide Risk Issues Resources Influence actor to surrender Help actor to resolve ambivalence Roll with resistance Support: Self-efficacy Facilitate Problem Solving Show: Empathy Provide: Resources Skills OE Qs EP ME Mirroring Paraphrasing Emotion Labeling Questioning Summarizing Reflection of Meaning Problem-Solving Skills Motivational Interviewing BLS or OARS Eliciting Change Talk Shift Focus Reframe I-Messages Brainstorming Guided Imagery Relaxation

16. 16 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Initial Risk Identifying the potential risks can help a negotiator determine which direction to take Identifiers for Potential Violence Context – prior violence to police arriving at the scene Containment – is the situation controlled Communication – is the actor willing to engage in dialogue Issues in Assessing Risk Estimating and Managing the Risk of Violence High v. Low Risks

17. 17 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Characteristics of a Negotiable Incident 1. There must be a need to live on behalf of the HT 2. There must be a threat of force on the part of the authorities. 3. There must be demands by the HT 4. The HT must see the negotiator as a threat but is willing to help. 5. There must be time to negotiate 6. A reliable channel of communication must exist 7. Location and communication must be contained 8. The negotiator must be able to deal with the HT making the decisions

18. 18 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Hostage Incidents v. Non-Hostage Incidents Hostage Incident An incident in which a subject holds other people in order to force a third party to comply with his/her substantive demands Non-Hostage Incident An incident which involves the subject acting out of emotion having ill-defined goals, and making no substantive demands-expressive demands

19. 19 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Types of Sieges Deliberate Sieges - the subject(s) initiate the confrontation to bring attention to the subject’s cause or point Spontaneous Sieges - the subject(s) does not want or anticipate the authority’s involvement Anticipated Sieges - the subject(s) expects the authorities to initiate the encounter

20. 20 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Type of Person & Initial Focus Dealing with “Types” of People 1. Every “terrorist” is NOT the same 2. Personalities will always affect a person’s problem solving skills (e.g., antisocial persons) Initial Interview Focus on Triggers (S.A.F.E. Model)

21. 21 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Engagement Issues - How to connect with the actor - How to defuse the incident - How to understand his/her issues Goals - Establish rapport and reassurance - Consider emotions (use S.A.F.E. Model, p. 164)

22. 22 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Assessment Initial Evaluations - Risk of Suicide - Risk of Aggression - Availability of Resources - Actor’s Self-Efficacy

23. 23 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Controlling the Incident Methods of Control Influence Techniques examples: binds, double binds, future projection Active Listening I-Messages & Reflecting Meaning Reinforce Movement Towards Resolution rewarded behavior increases chances of resolution Selective Attention takes focus off of anger Symbolic Modeling communicating behavioral rules influences behavior

24. 24 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Steps in Developing a Powerful Symbolic Model 1. Consistency 2. Relevance 3. Appropriateness 4. Powerful 5. Similarity 6. Reward 7. Friendliness

25. 25 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Contracting A relationship has been developed between the negotiator and the hostage taker, allowing him/her to be open and aware the situation and how it affects those involved.

26. 26 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Goals 1. Facilitating predication and planning 2. Facilitating change 3. Facilitating problem-solving without raising resistance

27. 27 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Problem Solving Sequence Define the problem clearly Brainstorm alternatives Assess ALL probable outcomes Choose the best option Plan Implementation Implement Planning

28. 28 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Defining the Problem Things to Remember The negotiator must take both his/her goals into consideration as well as the actors The actor is experiencing a “problem within a problem” Engage in the process as “partners” Assign a team member to think like the actor

29. 29 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Brainstorming Rules 1. Generating as many ideas as possible 2. No criticism 3. The more ideas, the better 4. Let team members play off each other Process 1. Generate ideas 2. Distill ideas 3. Elaborate on ideas

30. 30 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Application of Brainstorming AlternativeReasons change to option is positive Reasons staying put is negative Reasons not changing to option is positive Reason changing to option is negative

31. 31 Chapter 3 Copyright © 2010, Elsevier Inc. All rights Reserved. Transfer Things to Consider Take the appropriate measures for “repeaters” (e.g., mentally ill & domestic violence) Take the appropriate measures if children are involved Assure relevant social services Establish and assign roles of transporting the HT to jail prior to his/her surrender Debrief as soon as possible