Crisis Negotiation.

On February 6, 1996 at 0700 hours, John Miranda, a 65, 260 lb. Hawaiian staminate with a record for violence and under the influence of cocaine, walked into his fountain work site with a 12 gauge Winchester eye nipgun loaded with eight slugs. He took five hostages and whence when Honolulu police showed up he fired deuce rounds at them and a third into the leg of Guy George, the possessor of the store. Miranda wherefore phoned a local radio station and told them that mortal was going to die. He then taped the shotgun to the stop of one of the hostages and walked outside to look for Guy George who had managed to escape. The police were then able to talk to Miranda for several hours who demanded that $20,000 be taken to a location and thrown into the air in support of the Hawaiian Movement for Solidarity. After eight hours of negotiation, Miranda began a countdown from 60. At about 18, the hostage ducked and spun, at which time Miranda was shot by police snipers. The hostage had one scratch and Miranda was D.O.A. devil weeks after the incident, Mirandas girlfriends body was found; he had killed her before the siege.

Whether a hostage taking or a barricaded exposed incident, negotiators are faced with a multi-faceted scenario where emotional volatility is often combined with determination and commitment to a tragic ending.



there are many aspects to the crisis and hostage negotiation, which include steps into priggish negotiation handling and also considering the psychological characteristics of the hostage taker.

The detail that so many hostage/barricade incidents end peacefully is directly attributed to relationship building and communication with the hostage-taker/barricaded person. The drive of crisis and hostage negotiation is to develop a set of categories that describes what facilitates...

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