Dispute pre resolution group 5 report.pptx

Dispute resolution

1. Dispute Resolution and Crisis Management

2. Definition of terms ADVANCE COMMAND POST a place where the incident commander and staff control and organize their resources and exercise command; CIVIL DISTURBANCE A symptom of, and a form of protest against, major socio-political problems; the severity of the action coincides with public expression/s of displeasure. Ex. Illegal parades, riot, sabotage . It is intended to be a demonstration to the public and the government but can escalate into general chaos.

3. Definition of terms COMMAND POST (CP) A unit or sub unit's headquarters where the commander and the staff perform their activities. It is the principal facility employed by the commander to control operations. CONTINGENCY PLANNING a forward planning process in a state or uncertainty, in which scenarios and objectives are agreed, managerial and technical actions defined, and potential response systems are put in place in order to prevent or better respond to an emergency or critical situation; CRISIS/EMERGENCY A threatening condition that requires urgent action or response;

4. Definition of terms CRISIS MANAGEMENT involves plans and institutional arrangements to engage and guide efforts of governments, non- government, voluntary and private agencies in comprehensive and coordinated ways to respond to the entire spectrum of crisis needs; CRITICAL MASS RALLY The size and number of people conducting public assembly that cannot be normally suppressed by Civil Disturbance Management (CDM) security forces that may escalate into bloody evidence and general chaos. CRITICAL INCIDENT Any incident or event whether human-induced or natural disaster including declaration or directives that requires the implementation of special task by oner or more government agencies with the direct or indirect involvement of the PNP on the conduct of police interventions and operations.

5. Definition of terms CRITICAL INCIDENT MONITORING ACTION TEAM (CIMAT) Serves as the secretariat of the Sub-Committee which monitors events, situations and developments of various human-induced and natural disaster critical incidents. It shall be the primary monitoring, coordination and communications center for the PNP during crisis or emergency. CRITICAL INCIDENT MONITORING ACTION TEAM CAPTAIN (CIMATC) The Executive Officer of concerned Directorate tasked to supervise the CIMAT of the Sub-Committee on the monitoring and management of critical incidents. CIMATC is responsible for advocating inter-offices/units collaboration to address crises.

6. Definition of terms FIRST RESPONDER Any person or unit who arrive first at the place of incident and endeavors to render assistance to the victim and to protect and secure the incident scene. INCIDENT An event or occurrence INCIDENT ACTION PLAN (IAP) Ensure that everyone is working towards the achievement of the same goal for that specific operational period. It provides a coherent means of communicating the overall incident objectives to all members of the organization. The IAP may be either verbal or written depending on the degree of complexity of the incident.

7. Definition of terms INCIDENT COMMANDER (IC) Person designated to provide the overall supervision of the incident. He manages the force and resources necessary to address the crisis. The IC assumes the overall command once the CIMTG/DIMTG is activated to ensure efficient and effect integration of resources and delivery of public services. INCIDENT COMMAND SYSTEM (ICS) Aset of personnel, policies, procedures, facilities and equipment, integrated into a common organizational structure designed to improve emergency response operations of all types and complexities.

8. Definition of terms PNP Critical Incident Management Committee (PNP CIMC) The policy making committee body that addresses human induced and natural disaster at the national level. Concerned with the formulation of crisis management procedures, integration, and orchestration of concerned offices/units towards the prevention and control of critical incidents. RED TEAM Group of persons who are subject matter experts of various appropriate disciplinary background who acts as the adversary's advocate and knowledgeably role play the adversary, using a controlled, realistic, interactive process during the operations planning, training and exercising. An independent group that challenges the organization to improve its effectiveness.

9. Definition of terms RISKS The chance or possibility of danger, loss, injury or other adverse consequence; the combination of the potential negative impact of an event, determined by combining the likelihood of the event occurring with impact should it occur. SABOTAGE An act or acts with intent to injure, interfere with, or obstruct the national defense of a country or disrupt the normal activities of a civilized society by willfully injuring or destroying, or attempting to injure or destroy, any national defense or war material, premises, or utilities, to include human and natural resources.

10. TYPES OF CRITICAL INCIDENTS 1. NATURAL CALAMITY AND DISASTER Any event or force of nature that has catastrophic consequences, such as landslide, earthquake, typhoon, flood, storm surge, tsunami, lightning, tornado, forest fire, and volcanic eruption. ➤ ROLE OF PNP The PNP shall act as the first responder in the affected area to provide area security and support in the conduct of search, rescue and retrieval operations to be spearheaded by the area od DRRMCs.

11. TYPES OF CRITICAL INCIDENTS 2. HUMAN INDUCED INCIDENTS Refers to acts of terrorism, destabilization/public disturbances, biological health hazards caused by either terrorists or by major epidemic and pandemic and/or criminal activities that require prompt implementation of police procedures or interventions to contain the incident and mitigate its impact as well as to normalize the situation. ➤ ROLE OF PNP a. To manage an incident that could be resolved by ordinary response without the involvement of the Crisis Management Committee (CMC); b. To manage an incident that needs a CMC- directed operation requiring the implementation of special tasks by one or more of the urgent services of the Philippine government.

12. TYPES OF CRITICAL INCIDENTS Both actions of the PNP in either situation follow the ICS operational procedures. All actions of the PNP in addressing the critical incidents are in support to the POC - CMCs and DRRMCs with common objectives of saving lives and properties, resolution of the critical incidents at the earliest possible time, and restoration of normalcy in the affected areas.

13. STAGES IN DISASTER MANAGEMENT 1. PRE-DISASTER ASSESSMENT STAGE PRO ACTIVE Level 1- Green - When there are no disasters or calamities a. Risk Mapping and identification of disaster- prone areas; b. Identification of staging areas, evacuation routes and evacuation centers; c. Disaster response drills, simulation exercises and trainings for flood, earthquake, fire etc; d. Meeting of regular Task Groups and Sub- Task Groups together with respective levels of the National Disaster Risk Reduction ad Management Councils (NDRRMC);

14. STAGES IN DISASTER MANAGEMENT e. Capability audit (manpower, machines, materials, money and methods); f. Awareness campaign through TRIMP; and g. Community mobilization activities such as butA not limited to: 1. Sewerage clean-up 2. De-clogging of waterways, canals, esteros'; and 3. Clearing of unauthorized structures in disaster prone areas

15. STAGES IN DISASTER MANAGEMENT II. DISASTER RESPONSE STAGE - Disaster Incident Management Level 2 - Red - When there is an impending natural calamity or when an unexpected human- induced incident and natural calamity occur: a. Natural Calamity 1. Activation of Disaster Incident Management Task Groups (DIMTG);

16. STAGES IN DISASTER MANAGEMENT 2. Coordination with NDRRMC to support is disaster response; 3. Employment of alarm and warning system such as the use of police sirens and other portable warning systems capable of producing loud wailing sound; 4. Pre-emptive evacuation of residents in affected areas in coordination with concerned government agencies; and 5. Provision of security in calamity area and support search, rescue and retrieval operation, evacuation and emergency medical services in coordination with concerned DRRMC.

17. STAGES IN DISASTER MANAGEMENT b. Human Induced Incident 1. Activation of Critical Incident Management Task Group (CIMTG); 2. Coordination with NPOC-CMC or its equivalent to support its crisis response; 3. Evacuation of residents in the crisis area in coordination with concerned government agencies; and 4. Provision of security in crisis area and support search, rescue and retrieval operation, evacuation and emergency medical services in coordination with concerned agencies,

18. STAGES IN DISASTER MANAGEMENT III. POST DISASTER STAGE and Rehabilitation Effort Support to Recovery Level 3-white a. Acquisition of Rapid Damage Assessment and Needs Analysis (RDANA) reports from concerned Disaster Risk Reduction and Managerment Council of the affected areas. b. Deployment of personnel for relief operations, c. Provision of security and traffic assistance to returning evacuees; d. Submission of After Disaster Response Report to the C,PNP copy furnished DRRMC; and e. Deactivation of the DIMTG/CIMTG when the situation is already manageable in disaster- stricken area.

19. ALERT LEVELS DURING HUMAN INDUCED CRITICAL INCIDENT Terrorism and threat group alert level shall be disseminated by the TDI to all concerned offices based on the information provided by NICA. 1. Level 1 (low) - there is no information to suggest a specific human-induced critical incident may occur. 2. Level 2 (moderate) - human induced critical incident is possible, but not likely. 3. Level 3 (high) - there is a strong possibility that human induced critical incident may occur within a short period of time. 4. Level 4 (extreme) a human induced critical incident has just occurred or has just been pre- empted

20. INCIDENT COMMAND SYSTEM (ICS) A standardized, on-scene, all-hazard incident management concept; A set of personnel, policies, procedures, facilities and equipment, integrated into a common organizational structure designed to improve emergency response operations of all types and complexities. Allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is a non-permanent organization and is activated only in response to disasters or emergencies.

21. INCIDENTS/EVENTS MANAGED BY ICS 1. Disasters caused by natural hazards such as typhoons, floods, earthquakes, volcanic eruptions, and tsunami 2. Human-induced crises such as terrorism, hostage- taking, armed conflict situations, and bombing incidents. 3. Accidents such as fires, hazardous materials incidents, traffic accidents. 4. Human and animal disease outbreaks 5. Planned events such as fiestas, parades, sports events, conferences, concerts

22. INCIDENT COMMAND SYSTEM (ICS) Provided under the National Crisis Management Core Manual Structure on Six major functional areas: 1. Command - "the boss" 2. Operations - "the doer's" 3. Planning - "the thinker's" 4. Logistics - "the getters" 5. Finance/Administration - "the payers" 6. Intelligence/Investigation - "the collectors"

23. COMPOSITION 1. Incident Commander (IC) a single person who commands the incident response and is the final decision-making authority on the ground. 2. Command Staff (CS) - provides technical advice to the IC and they are the following: a. Safety Officer (SO) - monitors safety conditions and develops measures for assuring the safety of all assigned personnel; b. Public Information Officer (PIO) - serves as the conduit for information to internal and external stakeholders, including other organizations directly seeking information on the incident or event. c. Liaison Officer (LO) serves as the primary contact for supporting agencies assisting at the incident. d. Negotiation Team (NT) - serves as the lead team in communicating/negotiating with the suspects or perpetrators of the crisis incident. It will be included only when the critical incident requires it (e.g hostage taking).

24. COMPOSITION 3. General Staff (GS) - provides planning and operations direction and supervision, resources procurement and allocation, and support services. They are primarily composed of: a. Operation Staff tasked with directing actions to meet the incident objectives; b. Planning Staff tasked with the collection and display of incident information, primarily consisting of the status of all resources and overall status of the incident. c. Budget and Logistics Staff tasked with tracking incident-related costs, personnel records, requisitions, and administrating procurement contracts required by Logistics; and d. Administrative Staff tasked with supervising all human resources and other administrative services and support required by the incident.

25. ORGANIZATION AND STRUCTURE OF CIMC/CIMTG/ DIMTG 1. CRITICAL INCIDENT MANAGEMENT COMMITTEE (CIMC) Primarily concerned with the formulation of crisis management procedures, integration and orchestration of government, military/police and public efforts towards the prevention and control of crisis incidents. All actions and decisions taken by the CMC shall be within the policies laid down by the corresponding POCS.

26. ORGANIZATION AND STRUCTURE OF CIMC/CIMTG/ DIMTG 2. THE PNP NHQ CRITICAL INCIDENT MANAGEMENT COMMITTEE (PNP NHQ CIMC) In support to the mandates of CMCs, the PNP NHQ shall organize its CIMC with five sub-committees: 1. Sub-committee on criminality: 2. Sub-committee on destabilization, public disturbance and planned events; 3. Sub-committee on terrorism and (Chemical, Biological, Nuclear and Explosives) CBRNE; 4. Sub-committee on public health hazards; 5. Sub-committee on natural disasters;

27. ORGANIZATION AND STRUCTURE OF CIMC/CIMTG/ DIMTG 3. CRISIS INCIDENT MANAGEMENT TASK GROUPS (CIMTG) Task to carry out the mandates of the PNP CIMC on human induced (man-made incidents). Abductions, Jail breaks, Heinous crimes. (assassination, ambush involving prominent personalities), Terrorism, cyber attacks, robbery hold-up, bombings etc. 4. DISASTER INCIDENT MANAGEMENT TASK GROUP (DIMTG) Special operating task group of the PNP Sub- Committee on Disaster Management (SCDM) and assist the PRO DIMTG as the Chairman/Task Coordinator, PNP SCDM may direct. Natural disaster incidents: Floods, earthquakes, landslides, tsunami, drought, tornado etc.

28. ESCALATION OF PROTOCOLS The responsibility of addressing crisis can be transferred if the increasing needs in handling the incident are beyond the capability of the established CIMTG or DIMTG, or if there is a jurisdictional change, when the incident moves location or area of responsibility crosses boundaries. The transfer of responsibility during a crisis must always include a transfer of command briefing which may be oral, written or combination of both.

29. HOSTAGE SITUATION DEFINITION OF TERMS Hostage - an individual who has been held by the perpetrators against his/her will.A Hostage taker/s - an individual or group of person who hold another person(s) against his/her/their will as bargaining chips for purposes of demanding certain amount of money, self-protection, thwarting any police action, or pursuing personal interest or that of the general public, Hostage-taking - a situation in which the perpetrators hold person(s) captive against their will as bargaining chips in a known location, refusing the demands of the authorities to surrender. Hot debrief - short debriefing conducted by negotiating team prior to turn-over to another set of negotiating team. Incident/On-Scene Commander - the senior officer in command of the incident. Negotiation -to communicate on a matter of disagreement between two parties, with a view to first listen to the other party's perspective and then attempt to arrive at a resolution agreed by consensus

30. DEFINITION OF TERMS Negotiator - a trained PNP personnel or any person authorized by the Incident/On-Scene Commander to negotiate for and in behalf of the police Pay-off -the act of exchanging an agreed amount between the family and the kidnappers at a designated time and place for the safe release of the victim. Proof of life positive proof that the hostage is alive, obtained from a reliable or verified source. Stockholm Syndrome term that refers to a situation during hostage-taking where the victim develops rapport and becomes sympathetic with his/her captor. Stronghold any location or structure, fixed or mobile, where the hostage is being held. Tactical Interrogation - refers to the act of questioning or eliciting information from a suspect to produce information of tactical or operational value.

31. HOSTAGE SITUATION a. FIRST RESPONDERS (FR) 1. Secure the incident scene and establish perimeter security. 2. Give situation update to concerned Tactical Operations Center (TOC) and inform the Hostage Negotiation Team (HNT) for possible deployment. a. Negotiation Team Leader (NTL)/Coordinator - often the most senior member of the team act As a buffer between command personnel and the Negotiation Team, an experienced and competent negotiator with sound operational skills; he/she ensures that the cell is properly run and accurately reflects the Incident/On- Scene Commander's Strategy, in general, the NTL manage all aspects of negotiations b. Primary Negotiator - principle negotiator c. Secondary Negotiator - backup, assist the primary negotiator d. Intelligence Liaison/Recorder - interviews individuals associated with the suspect to compile a criminal history and history of mental illness, as well as to gather other relevant information, he is in charge of the recordings of all conversations e. Board Negotiator - "board person"; maintains a visual display of all information relevant to the negotiations (ie. Deadlines, demands and details of persons known to be in the stronghold)

32. HOSTAGE SITUATION 3. Do not allow unauthorized persons at the incident scene. 4. Gather information about the hostage-taker and hostage(s) from witnesses. 5. Re-route traffic low if necessary. 6. Evacuate all persons within the vicinity of the incident scene 7. Clear areas for use of other responders. 8. Establish Advanced Command Post (ACP). -A place where the incident commander and staff control and organize their resources and exercise command. 9. Initiate contact with the hostage-taker through any available means. 10. If the situation becomes volatile, requests for deployment of HNT. However, at any given time, if the hostage-taker is neutralized, the HNT may no longer be necessary. 11. Brief the TL, HNT of the situation and turn-over the conduct of negotiation. 12. Stay at the incident scene to maintain security, crowd and traffic control, preserve evidence and take custody of witnesses.

33. HOSTAGE SITUATION ICER METHOD ICER method refers to the actions that must be taken by the Investigating Patrol Officer (First Responder) upon arrival at hostage-taking incidents. ICER stands for Isolate, Contain, Evaluate, and Report. In the ICER method, the Investigating Patrol Officer must perform the following: 1. Isolate physical and psychological activities on the scene and keep onlookers beyond the safety line. 2. Contain the hostage-taker's mobility to the smallest location in the building or exterior area and deny him the opportunity to observe the presence of police and their activities. This move restricts the hostage-taker within the confines of the inner perimeter. 3. Evaluate the situation because the original report may or may not be what the situation actually is. Gather as much cursory information as possible. Assess the threats and estimate the location of the command post as well as the number and proposed positions of back up officers needed to establish a temporary inner perimeter. 4. Report the number and identities of hostage- takers and hostages, along with their clothing descriptions, precipitating events, size, and locations of dangerous zones. Afterward, inform other responding officers of recommended entry routes, types of weapons involved, and directions or line of fire.

34. HOSTAGE SITUATION b. INCIDENT COMMANDER (IC) There shall be only one IC holding at least senior rank and/or one with experience in hostage/crisis situation or relative training. 1. The IC Shall, upon assessment of the situation, prepare necessary plans including but not limited to the following: a. Emergency Response Plan -depends on the threat posed by the hostage-takers and need of the HNT and IC. b. Breakout Plan - possibility of breakout shall be considered immediately upon drawing up of negotiation strategy. This should be considered as one of the priority plans. c. Delivery Plan - in case the hostage takers change plans in the middle of the execution d. Surrender Plan shall be drawn up in a way that the hostages lives will not be jeopardized. e. Hostage Reception/Release - for security reasons, released hostages, shall be contained and isolated f. Collection Plan safety of the police personnel involved is the priority consideration

35. HOSTAGE SITUATION 2. In handling the hostage situations, the IC shall be guided by the following courses of actions: a. Negotiate 1. Situation must be stabilized first before the start of the negotiation. 2. All attempts to negotiate must be done by remote means. 3. Adherence to the basic policy on safety of the hostage shall be paramount. 4. Do not allow outsiders (non-law enforcement officers) into the negotiation process, unless their presence is extremely necessary in the solution of the crisis. If so, they shall be properly advised on the Do's and Don'ts of the hostage negotiation. 5. Provide relevant information to the tactical teams. 6. All communication with the hostage-taker must be secured and protected. 7. Always adhere to the ethics of negotiation.

36. HOSTAGE SITUATION b. Arrest 1. Effect the arrest of the hostage-taker when situation warrants. 2. Restrain the hostage-taker and conduct thorough search on his/her body and the immediate vicinity of the incident scene. 3. Inform the arrested person of the circumstances of his/her arrest, and recite the Miranda warning, and anti- torture warning. 4. All evidence must be secured and properly documented. 5. Use reasonable force in arresting the hostage-taker. 6. Facilitate the transport of the hostage- taker to the nearest police station.

37. HOSTAGE SITUATION c. Tactical Assault 1. It may be resorted to if the hostage-taker poses imminent danger of causing death or injury to the negotiator or hostage. 2. When all peaceful means were utilized and failed and the hostage-taker is determined to become more violent. 3. When peaceful resolution of the incident becomes impossible.

38. HOSTAGE SITUATION HOSTAGE NEGOTIATION TEAM (HNT) Negotiators shall be designated by IC. No one shall be allowed to talk to the hostage- taker without clearance from the Negotiator or IC. The HNT is directly under the control and supervision of the IC. The HNT consists of the team leader/coordinator, primary negotiator, secondary negotiator, intelligence liaison/recorder and board negotiator. The HNT shall: 1. Set-up Negotiation Operation Center (NOC); 2. Initiate contact with the hostage-taker and obtain other information; 3. Give updates to the IC and brief him/her of the current situation; 4. Evaluate the necessity of resorting to other option without compromising the safety of the hostage(s); 5. Recommend for activation of CMC and deployment of CIMTG as necessary 6. Facilitate all deliveries, hostage receptions, and release and possible surrender of hostage-taker; and 7. Attend to all meetings called by the CMC or IC

39. HOSTAGE SITUATION d. ASSAULT TEAM An assault team shall be alerted for deployment in case the negotiation fails. Members of the assault team shall wear authorized and easily recognizable uniform during the conduct of the operation e. CROWD CONTROL A crowd control team shall be deployed to manage and control the crowd and augment the first responders in securing the perimeter. f. SUPPORT PERSONNEL Support personnel shall include those charge of managing traffic, firefighting providing medical emergency assistance crime scene processing and rescue

40. HOSTAGE SITUATION g. After the neutralization of the hostage-taker/s and rescue of the hostage/s, the following processing and debriefing procedures shall be under taken: 1. Clear and secure the crime scene to avoid contamination of evidence; 2. Evacuate the hostages and other injured persons; 3. Conduct CSI; 4. Conduct debriefing on the hostages and participating personnel; 5. Take the sworn statement of witnesses, hostages, hostage-taker, and key participants in the incident; 6. Initiate case conferences to facilitate filing of cases; 7. Issue press statements; 8. Submit reports to higher headquarters; and 9. Deactivate the CMC and CIMTG.

41. HOSTAGE SITUATION Immediate Actions of the Negotiator upon Arrival at the Scene of Incident 1. Containment- The negotiator must contain the situation and area. Other people and bystanders must be obliged to stay away from the area as they may add more problems during the negotiation. 2. Establish Contact- Immediately after positioning him at an advantaged position, the negotiator must communicate with the leader. He may introduce himself You sent by saying "My name is I am a and I am willing to help." The negotiator must not give away his rank as the hostage-takers might think you can provide all their demands. 3. Time Lengthening Efforts - The negotiator must give more time for the police to organize and coordinate a plan of action. 4. Telephone Negotiation Technique- The negotiator must be the caller. He should also plan and prepare, be ready with a graceful exit, and discipline himself to listen patiently to the hostage-takers. 5. Face-to-Face Approach - The negotiator must not show signs of anxiety. He must be prepared for proper psychological, physical, and emotional confrontation. In a face-to-face situation, the negotiator maintains proper distance, observes the hostage-takers movements, and elicits a promise or motivates them to surrender. Finally, in retreat, or in getting out of the room, the negotiator must face the hostage-taker slowly back out the door with a good cover or tactical back-up.

42. HOSTAGE SITUATION 6. Surrender Approach - The negotiator must start with a positive approach and act as if the hostage- takers will surrender. He must not talk too much, and instead, gradually ask the hostage-takers to surrender. Reassurance is the wisest thing to do. Negotiation Models 1. Bargaining Negotiation Approach- in this approach, negotiation is viewed in terms of exchange or distribution of resources. 2. Expressive Negotiation Approach- this approach mainly focuses on the emotional state of the hostage taker as a powerful tool to resolve a crisis. 3. Communication-based Negotiation Approach- this approach is founded on an interactive assessment of the crisis situation as it unfolds and is created through the interaction of the negotiator and the perpetrator.

43. HOSTAGE SITUATION TYPE OF PERSONALITY OF THE HOSTAGE TAKER 1. Mentally Deranged- suffers from delusion/ hallucination. 2. Severe Depression -suffers from mental aberration 3. Personality Disorder - an anti-social deeply gained maladaptive patterns of behaviors as a result of child abuse. 4. Paranoid - believes threatened/persecuted. 5. Sociopath- manifested with traits or character bereft of conscience. 6. Terrorists - are persons who take hostages for political purposes instrumental in achieving their objectives.

44. HOSTAGE SITUATION CATEGORIES OF HOSTAGE TAKER 1. Professional Hostage Taker the professional criminal who has his escape blocked during the commission of a crime. Usually the easiest type of hostage taker to deal with is the professional criminal. He is considered a relatively rational thinker who. after assessing the salutation & weighing the odds, in most cases comes to terms w/ the police & refrains from unnecessary violence or useless killing. 2. Psychotic Hostage Taker - are mentally ill people who take hostages during a period of psychiatric disturbance. 3. Person in Crisis- are people who take hostages during a period of prolonged frustration, despair & problems. 4. Common Criminals are people who take hostages for personal, rather than ideological reasons. Reasons why common criminals take hostages: escape, money, and transportation. 5. Prisoners are people who take hostages because of dissatisfaction and discontent regarding their living conditions in prison. 6. Terrorist or Fanatic Hostage Taker -are ideologically- inspired individuals or groups of people who take hostages because of political & ideological beliefs.

45. HOSTAGE SITUATION Syndromes in Hostage Taking Stockholm Syndrome (SS) is used to describe a paradoxical psychological phenomenon wherein hostages express adulation and have positive feelings towards their captors that appear irrational in light of the danger or risk endured by the victims. is a theory that has shown that the longer the hostage- taker spends with his hostages, a bond develops that creates a close relationship of understanding between the parties involved. This is positive for the hostages since they are less likely to be harmed; however, hostages may later refuse to testify in court against the hostage-taker or refuse release to safety until the crisis is over Norrmalmstorg robbery in Kreditbanken. Lima Syndrome - An inverse of SS, in which abductors develop sympathy for their hostages. Named after the abduction at Japanese Embassy in Lima, Peru in 1996. London Syndrome - A condition that is the polar of the SS. One or more hostages respond to captors w/ belligence & non-cooperation.

46. CIVIL DISTRUBANCE MANAGEMENT (CDM) OPERATIONS A. GENERAL GUIDELINES The PNP units tasked to maintain peace and order shall not interfere with the holding of public assembly. To ensure public safety, a CDM contingent under the command of a PCO shall be detailed and stationed at least 100 meters away from the place where the public assembly is being held (Batas Pambansa 880 sec. 9). In the absence of any permit from the LGU concerned, the PCO in command should exert effort in persuading the demonstrators to disperse peacefully and vacate the public place. In lightning rallies or demonstrations, the Ground Commander shall exhaust efforts through dialogue with the leaders/organizers for voluntary dispersal. In case of failure, orderly dispersal, to include apprehension of those responsible, shall be resorted to maximum tolerance must always be exercised (Batas Pambansa 880 sec. 10).

47. CIVIL DISTRUBANCE MANAGEMENT (CDM) OPERATIONS B. SPECIFIC GUIDELINES When assistance is requested by the leaders/ organizers, it shall be imperative for the CDM contingent to perform their duties while observing the rights of demonstrators. Further, the members of the CDM contingent dealing with the demonstrators shall be in prescribed uniform.

48. CIVIL DISTRUBANCE MANAGEMENT (CDM) OPERATIONS 1. The CDM contingent shall not carry any kind of firearms but may be equipped with batons or riot sticks, crash helmets with visor, gas masks, boots or ankle-high shoes with shin guards. 2. Tear gas, smoke grenades, water cannons, or any similar anti-riot device shall not be used unless the public assembly is attended by actual violence or serious threats of violence, or deliberate destruction of property. 3. The organization and membership of CDM contingents, as well as their deployment and employment, shall be in accordance with existing PNP rules and regulations 4. For every CDM contingent, there shall be a team of negotiators. 5. A separate security contingent may be organized and ready to provide immediate assistance to the CDM contingents as the need arises.

49. C. CDM OPERATIONAL TASKS 1. Isolate the area; 2. Secure likely targets: 3. Control the crowds; 4. Establish area control; and 5. Arrest violators

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