1 copyright © 2010, elsevier inc. all rights reserved. chapter 3 crisis management: goals, tasks,...

1Copyright © 2010, Elsevier Inc. All rights Reserved.

Chapter 3

Crisis Management:

Goals, Tasks, and Skills –

The R.E.A.C.T Model

Crisis Negotiations 4th Edition

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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

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Principles from Behavioral Science: “Technical Eclecticism”

A. Empathy

B. Expectations

C. Frames or Triggers

D. Stages of Change

E. Ambivalence

F. Resistance

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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

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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

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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

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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

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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

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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

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Expected Emotions from Ambivalent Actors during Stages of Change

Stage Expected Ambivalence Expected Emotions

Pre-Crisis

Crisis Attunement Face

Fear, AngerShame, Disgust

Adaptation Substance Ambivalence

Resolution AttunementFace

FearShame

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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

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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?

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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”

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The REACT Approach to Negotiations: Goals, SAFE Issues, & Stages of Change

Pre-Crisis Crisis Adaptation Resolution

Recognition Engagement Assessment Contracting/Controlling

Terminating/Transferring

Goals Planning Strategy and Tactics Develop Safety and Security

Build: Rapport and Reassurance Facilitate: Ventilation and Validation

Evaluate Risk Facilitate: Predication and PlanningDevelop: Problem SolvingResolve: Ambivalence Gain: Surrender

Transfer: Responsibility

SAFE Issue Substantive Attunement Face Emotions

Substantive Attunement Face Emotions



Stage of Change

Pre-Contemplation ContemplationPreparation

Action

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The REACT Approach to Negotiations: Tasks & SkillsPre-Crisis Crisis Adaptation Resolution

Recognition Engagement Assessment Contracting/Controlling

Terminating/Transferring

Tasks Assess: Initial Risks Characteristics: Type of SiegeType 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 EPMEMirroring 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

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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

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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

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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

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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

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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)

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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)

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Assessment

Initial Evaluations - Risk of Suicide - Risk of Aggression - Availability of Resources - Actor’s Self-Efficacy

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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

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Steps in Developing a Powerful Symbolic Model

1. Consistency

2. Relevance

3. Appropriateness

4. Powerful

5. Similarity

6. Reward

7. Friendliness

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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.

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Goals

1. Facilitating predication and planning

2. Facilitating change

3. Facilitating problem-solving without raising resistance

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Problem Solving Sequence

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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

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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

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Application of Brainstorming

Alternative Reasons change to option is positive

Reasons staying put is negative

Reasons not changing to option is positive

Reason changing to option is negative

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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

1 copyright © 2010, elsevier inc. all rights reserved. chapter 3 crisis management: goals, tasks,...

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