TNAG-2825-FCO40-4076-Future-of-Hong-Kong-terrorism-and-counter-terrorism-1993 — Page 12

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Negotiators - an overview

The way the scenarios developed denied the negotiators the opportunity to demonstrate their skills to any great effect. Consequently comments specifically about dialogue are based on limited 'raw material'.

In general I thought the negotiators have sound verbal skills. I thought that they would have benefited from a more structured approach in the negotiating cell. Insufficient use was made of information displays and role definition was less than clear.

The crucial role of Negotiator Co-ordinator needs development. The Co-ordinator should act as the nexus between the Incident Commander and the negotiators. To the Incident Commander he gives advice on what is possible, achievable and practical through negotiations. To the negotiators he should indicate the Incident Commander's policy and help translate it into negotiating terms and tactics. He should spend most of his time with the negotiators.

This exercise suffered because the Incident Commanders were reporting to the Commissioner without the benefit of properly considered and frank assessments from Negotiating Co-ordinator about the practicality of pursuing negotiations on the basis of a policy of 'no concessions whatsoever'. The Commissioner unknowingly took an incomplete picture to GSC. Members of GSC could only speculate about aspects of the negotiations on which they could have been properly informed. GSC also took a hands on approach to negotiations, at one point seeking a direct telephone line to the negotiating cell. This is probably not a good idea. The outcome of this absence of a proper professional assessment of negotiations was that the exercise stagnated - at least from a negotiating point of view. The subtle but vital difference between 'no concessions' and 'no substantive concessions' was not recognised and GSC lost substantial room to manoeuvre.

The negotiators were supported by, I think, three or four psychologists. They told me that their role was only to make assessments about the terrorists. To have such a large group is very useful. In the UK we make additional use of the skills of psychologists and psychiatrists in assessing stress in negotiators and Incident Commanders involved in these very difficult situations. In particular it may be useful for them to guard against transference between the terrorists and the negotiators.

Command Structure General

The RHKP is a more disciplined organisation than most UK police forces. Rank retains a level of importance which has largely long since diminished in UK forces. I make no value judgement on this: it is simply a fact. One outcome of this is that the numbers of very senior people involved in the exercise and the command structure was such that some misinterpretation and change of emphasis took place in the transmission of important messages. This was not so evident in the transmission of actual facts - although there were some minor errors - but more in the general feel and background to the events. By the time the description of the progress and needs of the negotiators had been conveyed from the negotiators to the two levels