Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 17-30 |
| Number of pages | 14 |
| Journal | Police Practice and Research |
| Volume | 19 |
| Issue number | 1 |
| Early online date | 15 Apr 2017 |
| DOIs | |
| Publication status | Published - 2 Jan 2018 |
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Keywords
- UT-Hybrid-D
- Response strategies
- Error management
- Error orientation
- Crisis negotiation
- Communication errors
Cite this
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'An error is feedback' : The experience of communication error management in crisis negotiations. / Oostinga, Miriam Sharon Daniëlle (Corresponding Author); Giebels, Ellen ; Taylor, Paul J.
In: Police Practice and Research, Vol. 19, No. 1, 02.01.2018, p. 17-30.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - 'An error is feedback'
T2 - The experience of communication error management in crisis negotiations
AU - Oostinga, Miriam Sharon Daniëlle
AU - Giebels, Ellen
AU - Taylor, Paul J
N1 - Taylor & Francis deal
PY - 2018/1/2
Y1 - 2018/1/2
N2 - A range of studies have examined what should be said and done in crisis negotiations. Yet, no study to date has considered what happens when an error is made, how to respond to an error, and what the consequences of errors and responses might be on the negotiation process itself. To develop our understanding of errors, we conducted 11 semi-structured interviews with police crisis negotiators in the Netherlands. Negotiators reported making errors of three types: factual, judgment, or contextual. They also reported making use of four types of response strategy: accept, apologize, attribute, and contradict. Critically, the negotiators did not perceive errors as solely detrimental, but as an opportunity for feedback. They advocated for an error management approach, which focused on what could be learned from another person’s errors when looking back at them. Suggestions for improvement of the communication error management experience in crisis negotiations are discussed.
AB - A range of studies have examined what should be said and done in crisis negotiations. Yet, no study to date has considered what happens when an error is made, how to respond to an error, and what the consequences of errors and responses might be on the negotiation process itself. To develop our understanding of errors, we conducted 11 semi-structured interviews with police crisis negotiators in the Netherlands. Negotiators reported making errors of three types: factual, judgment, or contextual. They also reported making use of four types of response strategy: accept, apologize, attribute, and contradict. Critically, the negotiators did not perceive errors as solely detrimental, but as an opportunity for feedback. They advocated for an error management approach, which focused on what could be learned from another person’s errors when looking back at them. Suggestions for improvement of the communication error management experience in crisis negotiations are discussed.
KW - UT-Hybrid-D
KW - Response strategies
KW - Error management
KW - Error orientation
KW - Crisis negotiation
KW - Communication errors
U2 - 10.1080/15614263.2017.1326007
DO - 10.1080/15614263.2017.1326007
M3 - Article
VL - 19
SP - 17
EP - 30
JO - Police Practice and Research
JF - Police Practice and Research
SN - 1561-4263
IS - 1
ER -