ABSTRACT
What do you need to be thinking about to manage this incident? To some degree, the answer will depend on your job. If you are the Incident Commander, you may be thinking about whether you are going to use your negotiators to resolve the incident or if you are going to use your SWAT team. If you are the Negotiations Commander you may start thinking about assignments. The offi cer who is usually the Primary may start thinking about active listening skills. The Intelligence Offi cer may start thinking about sources of information. The Mental Health Consultant may start thinking about the kinds of people who are tax protesters. Whatever the job, all members of the team need to have a basic understanding of what needs to be done to maximize the chances of a safe resolution. This chapter focuses on some of the basic activities that need to happen at an incident. It covers many fundamentals. All team members should be thoroughly familiar with the knowledge, skills, and abilities discussed here. It integrates ideas from current research in behavior change and negotiators’ experiences to address some of the shortcomings of the Crisis Intervention (CI) model.
