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Hi, my name is Susan Raines.
I'm a diplomat with the United
States Department of State.
But for most of my life,
I have been a professor
of international
conflict management,
and I also consult
with teams working to
prevent and manage
conflict more effectively,
so that they as individual
leaders and their organizations
can reach their highest success.
Today, we're going to talk
about crisis negotiation,
and these are really
high-stakes negotiations
that have a limited time frame,
and we're going to jump
right in here in a minute.
But people used to think of
crisis negotiation as
hostage negotiation,
and they would train
special people to do it.
But of course, the reality
is that when a crisis occurs
much broader than a hostage
situation, of course,
when a crisis occurs,
we don't have time to
call some expert in
most of the time.
So we all need to have
the ability to understand
the different techniques
used when it's a crisis
and be able to employ
those effectively.
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We want to know first,
is it a crisis,
an emergency, or just
an inconvenience?
When someone says to me,
if you don't do this or that,
something terrible
is going to happen.
We want to know what is
that terrible thing.
Is it you're going
to miss your flight?
Is it you're gonna get mad?
Take the deal off the table,
which is usually
just a strategy.
Someone may be threatening
to hurt themselves
or crash a plane.
Those are real high stakes.
Someone may be thinking
about leaking secrets
from our organization
to the media
or being a whistleblower,
which has potential to be very
important but also damaging
when we could maybe handle
the problem internally.
Someone may threaten
other people
or threaten to harm
the organization,
tank the stock, do other things,
or a union may be
thinking about striking.
These are all important.
Some of them are emergencies.
Some of them are crises.
Some of them are not.
So, be thinking
about how do we know
if it's a crisis or
just an inconvenience.
