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Chapter 3
Crisis Management:
Goals, Tasks, and Skills –
The R.E.A.C.T Model
Crisis Negotiations 4th Edition
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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
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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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