Hostage and crisis negotiators are police officers who have been trained to respond to and resolve hostage and crisis incidents. They are often required to respond to highly-pressurised and emotive incidents that may last for protracted periods of time and are likely to encounter situations whereby their actions could play a role in whether individuals live or die. The first aim of the current thesis was to identify whether negotiators in the United Kingdom (UK) possess certain traits or characteristics that serve to enable them to perform their role effectively and differentiate them from the wider police population. The first phase of the research involved a quantitative cross-sectional comparison of a sample of hostage and crisis negotiators (n = 117) with a sample of non-negotiator police officers (n = 118) from 21 UK forces and a sample of students (n = 203) utilising a psychometric test battery measuring five constructs previously identified within the literature as playing a role in success within occupational settings: Personality, Coping Style, Cognitive Emotion Regulation, Decision-Making Style and Emotional Intelligence. The findings refuted the existence of a “unique hostage and crisis negotiator profile” but confirmed the existence of a unique “police officer profile” by demonstrating significant differences between both police samples and the student sample in relation to all constructs measured. These findings are discussed with reference to the implications for the selection, training and CPD of UK negotiators. Hostage and crisis negotiation is one of many options available to police incident commanders and is well-established as an effective means of resolving hostage and crisis incidents. Whilst there is a plethora of published literature relating to the entity of hostage and crisis negotiation, the majority of this literature has been developed within the United States of America (USA), on the basis of USA negotiator deployments and experiences. The second aim, therefore, was to provide an insight into the discipline of negotiation in the UK by conducting a constructivist grounded theory analysis of the experiences of negotiators as derived from semi-structured interviews with 15 negotiators from nine UK police forces. The findings allowed for the development of five grounded theoretical micro-models: a) The Nature and Characteristics of UK Hostage and Crisis Negotiation, b) The UK Hostage and Crisis Negotiator Journey, c) The UK-Centric D.I.A.M.O.N.D. Procedural Model of Hostage and Crisis Negotiation, d) The UK Hostage and Crisis Negotiator Experience, and e) The Self-Perceived Successful UK Hostage and Crisis Negotiator Profile. These micro-models are discussed with reference to their implications for hostage and crisis negotiation policy and practice in a UK-centric context.

The intention of this study is to examine whether leadership and collaboration can explain success in crisis management, and if so to what extent and how. A hypothesis presented in previous research, suggesting that leadership and collaboration are key to successful crisis management, is applied and tested. The management of the terror attack in Stockholm in April 2017 was deemed successful and serves as a case of successful crisis management for the hypothesis to be tested on.The findings in this study suggest that although several organisations and actors were part of the crisis response the police were viewed as the main leader to whom other actors and the public turned for confirmation. Additionally, the thesis finds that the collaboration between similar actors, or actors with similar tasks, is of particular importance rather than all actors being involved in the collaboration. Conclusively, the result of this study suggests that fortunate circumstances were also a key to success in this case.

<p>The purpose of this paper is to investigate how organisations can keep their crisis preparedness alert although crises do not occur often. A crisis organisation will lay dormant within a larger organisation for long periods of time. This may cause a problem when a crisis does occur if the preparedness has not been kept alive.</p><p>From previous researchers that we have studied within this field we have identified two distinct methods to do this. The first focuses on the importance of detailed crisis plans, while the other method suggests that it is more essential to develop specific competencies with the employees. We also find that keeping knowledge within an organisation is a matter of organisational learning and memory which we therefore discuss and analyse.</p><p>We have performed an interview study at E.ON in Örebro, and we have also had the opportunity to read E.ON’s crisis plan. The conclusion we reached is that E.ON uses both detailed crisis plans and development of competencies to keep their crisis organisation alive. We also found that E.ON uses several other methods besides these two.</p>

Thesis (M.S.)--West Virginia University, 2007. / Title from document title page. Document formatted into pages; contains iv, 91 p. : ill. Includes abstract. Includes bibliographical references (p. 35-36).

Thesis (Ph. D.)--University of Missouri-Columbia, 2006. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (March 5, 2007) Vita. Includes bibliographical references.

The purpose of this paper is to investigate how organisations can keep their crisis preparedness alert although crises do not occur often. A crisis organisation will lay dormant within a larger organisation for long periods of time. This may cause a problem when a crisis does occur if the preparedness has not been kept alive. From previous researchers that we have studied within this field we have identified two distinct methods to do this. The first focuses on the importance of detailed crisis plans, while the other method suggests that it is more essential to develop specific competencies with the employees. We also find that keeping knowledge within an organisation is a matter of organisational learning and memory which we therefore discuss and analyse. We have performed an interview study at E.ON in Örebro, and we have also had the opportunity to read E.ON’s crisis plan. The conclusion we reached is that E.ON uses both detailed crisis plans and development of competencies to keep their crisis organisation alive. We also found that E.ON uses several other methods besides these two.

Purpose:The purpose of this thesis is to examine how organizations work with crisismanagement in practice, with a focus on lower and middle level managersin the organizations. Background:Crisis within corporations and governmental institutions happens around usmore and more commonly. A survey made by the insurance company IFclaims that Swedish companies are badly prepared within the area of crisismanagement. A more globalized world also increases the effects of crisesfrom all over the world to affect Swedish corporations. We claim thatorganizational structure is a key factor to be able to have a developedcrisis management throughout the whole organization. Method:In order to answer the purpose we have used a qualitative deductiveresearch method. We have conducted semi-structured face to faceinterviews within two different types of Swedish organizations. Therespondents were chosen randomly from a division- or group managementlevel. Conclusion:The empirical study claims that there is a difference when defining a crisis,depending on previous experiences and education. To have the sameeducation and an overall common understanding of crisis management alsoincreases the efficiency when handling a crisis. Organizational structure and hierarchy is vital when it comes to crisismanagement. To have a clear structure and standardized meetings withinthe organization will help vigorous information to be communicated fromtop-bottom as well as from the bottom-top. However it might decreasethe flexibility and entrepreneurial spirit and our findings suggest that thisis an area that needs to involve within further researches.

No description available.

Då kriser blivit en allt vanligare del av organisationers vardag har forskningsområdet som behandlar detta växt kontinuerligt. Fältet kallas crisis management och angriper organisationskriser från två perspektiv, dels planeringen inför framtida kriser och dels hanteringen av krisen när den väl brutit ut. I denna uppsats har vi valt att fokusera på den förstnämnda aspekten och undersökt och analyserat hur Upplands Lokaltrafik AB (UL) utefter vårt teoretiska ramverk arbetar med planering för kriser. För att undersöka detta har vi genomfört en intervju med företagets informationschef, tillika ansvarig för UL:s krisplanering, samt studerat deras dokumenterade krishanteringsplan. Vår undersökning visar att de inom organisationen arbetar målmedvetet med de olika delarna av krisplaneringen, ett arbete som fortlöpande uppdateras allt eftersom nya lärdomar dras. I slutsatsen föreslår vi att UL till större del bör ta tillvara på inblandad personals erfarenheter av krissituationer samt kartlägga kompetenser hos de anställda som kan komma att kvalificera dem för ledarskapsroller i framtida kriser.

The aim of this paper is to present the outcomes of the cargo theft, for example the cost of goods replacement, the crisis of fracturing material and the reputation of the enterprise. The hotspots where occur the heist of cargo theft are truck yards, hubs for commercial fright carriers and port cities. This study is based on the in-depth interview and the questionnaire and through the establishment of the standard operation procedures to analyze the operating situation of the container and understand the content and characteristic of the management. We can also figure out external and internal factor to control efficiently the vehicle dispatching and other potential crisis. By instituting the crisis prevention and alarm system and combining a complete organization to control the crisis in the shortest time and reduce the loss of goods, advance the operating rate, and most important, to lower the cargo theft opportunity. Risk management is an important issue of the corporate governance. To recover the reputation and build up the mutual confidence, we have to start developing strict standard operating procedures. Through case study of crisis management which happened in an enterprise, in order to reduce the chances of crisis, we have to understand when the crisis happened? How to deal with the crisis? How to avoid the crisis?