Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in Police Practice and Research on 22/05/2017, available online: http://www.tandfonline.com/10.1080/15614263.2017.1326007
Accepted author manuscript, 524 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - 'An error is feedback’
T2 - the experience of communication error management in crisis negotiations
AU - Oostinga, Miriam
AU - Giebels, Ellen
AU - Taylor, Paul Jonathon
N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in Police Practice and Research on 22/05/2017, available online: http://www.tandfonline.com/10.1080/15614263.2017.1326007
PY - 2018/1
Y1 - 2018/1
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 - Communication errors
KW - response strategies
KW - error management
KW - error orientation
KW - crisis negotiation
U2 - 10.1080/15614263.2017.1326007
DO - 10.1080/15614263.2017.1326007
M3 - Journal article
VL - 19
SP - 17
EP - 30
JO - Police Practice and Research
JF - Police Practice and Research
SN - 1561-4263
IS - 1
ER -