Loading...
City Council De-escalation TrainingCity of Dubuque City Council Meeting ITEM TITLE: SUMMARY: SUGGESTED DISPOSITION: Copyrighted February 7, 2022 Special Session -Top # 1. 5:15 PM - City Council De-escalation Training *Occurring before the official City Council meeting The Dubuque Police Department will conduct a de-escalation training for the City Council. *Note: This training is not part of the official City Council meeting. De-escalation 2/7/22 City Council Presentation Lt. Rick Fullmer, Dubuque Police Department • The source materials for this presentation are available upon request. If you're interested just send mean email Rfullmer@citvofdubuquE.org Thank you De-escalation What Is De - Escalation? Police Definition De -Escalation is defined as: Taking action or communicating verbally or non -verbally during a potential force encounter in an attempt to stabilize the situation and reduce the immediacy of the threat so that more time, options, and resources can be called upon to resolve the situation without the use of force or with a reduction in the force necessary. All while ensuring officer and public safety is optimized. • A process by which we attempt to reduce the intensity of a conflict or potentially violent situation. What Is De -Escalation? Some people say... • De -Escalation tactics are non-physical skills used to prevent a potentially dangerous situation from escalating into a physical confrontation or injury. • "To improve law enforcement officer's ability to deal with persons who live with brain health issues..." This mind -set has evolved into training as well Traditional Tactical Training Lem CIT approach An Integrated Approach We are not going to separate use -of -force (tactical training) from de-escalation. Ever read this? Police fight subject with Type II diabetes and a thyroid condition We De-escalate people, not a diagnosis • Case Study: Psychiatric Diagnoses are "Scientifically Meaningless" Psychiatry Research (July,2019) https://neurosciencenews.com/meaningless- psychiatric-diagnosis-14434/ There was ameta-analysis done on the Diagnostic and Statistical Manual of Mental Disorders (4thand 5t" Edition) in which the authors conclude that the manual's rules are inconsistent and subjective, leaving a huge amount of overlap in symptoms between diagnoses. Dr. John Read: "perhaps it is time we stopped pretendingthat medical sounding labels contribute anything to our understanding of the complex causes of human distress or what kind of help we need when distressed:' Realistic De -Escalation..... Does not mean that force will not be required when the context demands it. Sometimes officers need to quickly and decisively intervene with force in order to prevent a situation from escalating. *Reasonable force should be used at the right time, to the right degree, for the right reason.* *CRITICAL ISSUE* LAWFUL BUT AWFUL _ It's Legal Lawfulness is foundational, BUT but it we need to move beyond lawful in ain't Right training to `necessity.' Trained Professionals Our Goal is to improve our ability to manage human beings by enhancing skills to establish � contact, build rapport, and Am*..� � gain influence to achieve an established objective. dS#r "Strategic Thinking" The science and art of employing available knowledge, skills and resources in an effective manner to achieve a successful resolution. Calm- the person is relatively cooperative Trigger -The person experiences unresolved conflicts which causes their behavior to escalate Agitation - and upset The person is increasingly unfocused Acceleration- The Conflict remains unresolved. The person's main focuses on the conflict. Stages of Behavior Escalation .d V) w . Peak 4. Acceleration era r ■ A 0' • . Agitation . * :� cc io J 1 . rggea d p i 1 Calm � . De-escalation . Recovery E w Engaged f Efcien pti mum Demands Overload Anxiety Burnout Emotional Intelligence • Emotional Intelligence is the ability to recognize, identify, and manage one's own emotions, as well as the emotions of others and to use this awareness to become intentional and purposeful in our decision making. • Being Smarter with Feelings Self -Awareness • Check -In Demonstrate that you understand what we are feeling and why we are feeling that way. It provides an awareness of our thoughts and emotions; more specifically where our thoughts and feelings are coming from. You're not always FINE. Or GOOD State of Mind • State of mind Your state consists of what you're thinking and feeling at the current moment. Event Thought Feeling We have a choice about our thoughts, feeling using and balancing all three. As we become unproductive TFA we can replace them with s, and actions. EQ is about more aware of more productive ones. Core beliefs are the very essence of how we see ourselves, other people, the world, and our future. They are deeply held core values that influence how we interpret our experiences. Core beliefs operate as our GPS system; they navigate and determine our destiny in life. They control most of what we do each day. Many of our core beliefs operate at an unconscious level. CPR: beliefs 4 thoughts/feelings 4actions4 outcomes Dare I say that our biases are born from our core beliefs? Core Beliefs ...Our core beliefs are our essence. Essence: An indispensable quality that determines our character. Beliefs come from our experiences, events, environment, relationships, and are often from our childhood. What is your favorite quote? Recognizing Patterns "It's hard to change our perspective if we don't know our perspective." - Dr. Nicole Keedy Acknowledge frequently recurring reactions and behaviors. We become creatures of habit and act on autopilot- we react unconsciously based neural pathways we've wired in our brains. These patterns, if left unchecked (unconscious), can inhibit optimal performance because they are a generalized response rather than one that is carefully tailored to the current situation. Pause and Protect Mindfulness Exercises • Raisin Exercise • Body Scan Exercise • Seeing Mindfully • Bringing Awareness Exercise Box Breathing Exercise • Inhale through your nose 4 seconds • Hold for four seconds • Breathe out through your nose 4 seconds • Hold for four seconds • repeat Ah JO dpi 4P I Stress is the result of a perception *Stress is the condition experienced when someone PERCEIVES that they are unable to meet the demands placed upon them. Kahneman: Two systems of thinking • System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. • System 2 allocates attention to the effortful mental activities that demand it, including complex computations. The operations of System 2 are often associated with the subjective experience of agency, choice, and concentration. Involuntary control r Effortlessness Patience Concentration BRAIN SYSTEMS Innate skills Speed Reflex Reason Constructed thoughts Analytics Trauma and Emotional Regulation What impact does stress have Person#1 might have started out as a 4 on a 10- on our emotional regulation? point scale, jumps to a 7 when they see the dog but then sees a fence separating them. Person #1 quickly comes back down to a 4. Two people walking down the person #2 starts the day at a 7 on that same scale street. Pass a yard with a dog because they've experienced trauma. Person #2 jumps to a 10, doesn't see the fence, can't that growls and charges. regulate their emotions, and can't come back down. Don't Chase Them Over the Peak 4. Acceleration . Agitation ' � . Thigger 1 Calm j moml nMI '6 6. De-escalation ' y • T. Recovery CL Engaged Effide Optimum 1)e•I,�1.� is 'load Lr Ixiety B I_: ,_,io Li Tactical Adaptability • The ability to adjust your interventions and interactions dependent upon the thoughts, emotions, and behaviors of a subject • The ability to regulate and restrain your emotions and non-verbal presentation If stress arousal gets uncontrollably high; you lose the ability to think critically, rationally, imaginatively, and consequentially. De -Escalation Tactics Which part do you have control over? J E& • Is perceiving the situation as a threat- Fight or Flight • Has coping mechanisms that aren't working at the time • Has a disorganized approach to problem solving • CRISIS: A situation that a person perceives as presenting unsurmountable obstacles to achieving desired goals or outcomes. Conflict • The perceived blocking of important goals, needs, or interests of one person or group by another person or group. • EQcorner Research suggests that emergency responders who practice EQare more likely to be effective in areas such as tolerating stress, communicating with others, and resolving conflicts. Two different communication approaches Conflict Necessitates Directive Crisis Communications- talk less, listen Communication more • Show the subject there is a limit to how far they can pursue their behavior and make them aware of their consequences. • Communication strategies used to bring a crisis to a successful resolution — "de-escalation" 55°Yo Three Aspects to Communication Body Language (non-verbal) • eye contact • Posture • Gestures • Facial expression Tone of voice -pitch -pace -volume -emotion Words (Verbal) Most people do not listen with the intent to understand. Most people listen with the intent tc reply. — Stephen R. Covey Actively Listen • At first, don't try to persuade or argue. • Give the person a chance to vent. • Show interest by making eye contact, having attentive body posture, restating the main points. • IF the person curses at or insults you try to calmly respond without being baited into retaliating with anger or sarcasm. Class and Hidden Rules • Social Class can be a significant barrier to communication. • We must understand that each class has a certain set of hidden rules. • What's important to one class may not be important to another. • Did your supper taste good? vs. did you get enough to eat? • Another reason why we can't immediately dismiss the other person's concerns. • You have to be willing to step outside your box and look at the conflict through another lens. • Pay attention to the register you use. • Letting the person vent may be even more important if informal register is how they are used to speaking. • https://www.vuutube.com/watch?v=QwdtiIN818o ng their words. ➢Paraphrasing — Saying what they said in your words. ➢Emotional Labeling —Identifying their emotions. ➢Summarizing — Using both paraphrasing and emotional labeling to shorten the original message. ➢Validate the Emotions- send a direct and clear message that their experience is understandable, real, and (sometimes) logical, given what has happened. It's Not about the Nail • https://www.voutube.com/watch?v=-4EDhdAHrO Be Empathetic And Non -Judgmental • When someone says or does something you perceive as irrational, don't judge or discount their feelings. • The issue may be the most important thing in their life, at that moment. • You may not think the feelings are justified but the subject is feeling them all the same. • Be mindful of your words, facial expressions, and body posture.....smirks, eye rolls, sighs, and not making eye contact can be perceived as disrespectful. • Be careful with humor Allowing personal space tends to decrease a person's anxiety • Stand far enough back so the person can't punch, kick, slap or grab you (Safety gap/Reactionary gap) • Don't stand toe to toe or eye to eye with them • Keep your back straight and shoulders back • Appear calm Conflict and Crisis Communication Choices and consequences/benefits. Goal is to influence change rather than make change. "I'm going to let you make a decision on how you want to handle this". .000 Oor Showing empathy and building rapport. "Tell me what has happened to you to make you feel this way". Never say Never, but....Telling someone to calm down does not ever work ORLANDO, FLORIDA --TDECEM BER 23, 2017 A Talk Tactically Identify thoughts and emotions Validate the emotions Process those thoughts (4 Total Voice Control L.S.D. talk tactic LOWER your volume SLOW your tempo DEEPEN your tone The brain hears slower during a crisis SCIENCE OF EMOTIONAL CONTAGION The amygdala instantly reacts to such a photo; the stronger the emotion displayed, the more intense the amygdala's reaction - "When people looked at such photos while undergoing an fMRI, their own brains looked like they were the frightened ones." • "Mirror neurons ensure that the moment someone sees an emotion expressed on your face, they will at once sense that same feeling within themselves." Emotional Contagion ... normal words. • Ever noticed that you feel happy around happy people and sad around sad or depressed people, or even agitated around anxious people? • Research shows that if you spend enough time with people, their emotions will rub off on you. • This is known as "'emotional contagion" and is facilitated by an interconnected network of cells in the brain that make up the Mirror Neuron System (MNS). • The MNS is a bit like a high -definition camera that observes and records every detail of people's facial expressions, body language, pupil movements and even vocal tones. So, if you're with someone who is happy, and their happiness is written all over their face, so to speak, your MNS will record their displays of happiness, but it will also signal the same displays in you. Tactics Continued... ➢Have a planned script you can recite in tense encounters. ➢ It may help as opposed thinking on the fly. ➢"I can't do what you're asking. It's against my department's policies and I could lose my job". Factors That May Trigger Aggression (in no particular order) • Mental illness • Substance abuse • Physical disability, chronic pain, unregulated medical condition Highly stressful situations • Feelings of powerlessness, fear, grief, injustice, boredom', humiliation )Oe 'Xx?� ' 0 4:,koo C-175 SV(N- d.) CX%% — OX-VY _XN%:aT7 ? '0 NON-0sti111�y v v 0 v Common traits of Agitation • Raised voice • High-pitched voice • Rapid speech —• Pacing • Excessiw sweating • Exaggerated hand gestures • Fidgeting Sha sive posture What if things don't get better? ➢If the situation continues to escalate: ➢ Have a plan in place you can put into action. ➢Have uninvolved staff move people away from the incident. ➢Have staff call the police. ➢ Maintain or expand your safety gap. ➢Remember ... no matter how hard you try you won't be able to fix this person's entire situation. ➢You're just trying to get through this initial conflict. ➢We can refer services when things calm down if need be. Universal Truths People feel the need to be respected. People would rather be asked than told. People have a desire to know why. People prefer to have options over threats. People want to have a second chance. Thank You. This Photo by Unknown author is licensed under CC By.