Establishing Rapport with a Suspect

Reprinted with permission from John E Reid

We all know someone whom we respect and admire. It may be a teacher, coach, pastor, scout master, friend or parent. Assume that we committed a crime of some sort and this admired individual sat down and said:

"We both know you made a mistake and we also both know that the right thing to do is to tell the truth. For everyone concerned let people know why this thing happened. Did you plan this out, or did it just happen on the spur of the moment? I don't' think that you would ever plan something like this out, it was just the spur of the moment, wasn't it?"

Because of the established trust and respect felt toward this individual, we would very likely listen to his statements, nod our head in agreement, and confess that what we did happened on the spur of the moment.

On the other hand, if the person who said these words was a stranger whom we believed was just out to punish us and did not care about our well being, reputation or self-image, we would likely challenge the individual to prove our guilt and continue to deny involvement in the offense. The difference between these two situations is that in the first the communicator has an established rapport with the suspect.

In most professional interactions (physician, attorney, therapists, investigator) rapport is defined as "a relationship marked by trust and conformity." In other words, if my doctor recommends that I get a particular medical test I will schedule the test because I trust the advice of my physician and perceive her/him as looking out for my best interests and acting as an advocate for me.

For obvious legal reasons, an investigator should not make statements designed to convince a suspect that he or she is acting as an advocate for the suspect. However, to be effective the investigator must try to legally convince the suspect that he is someone who can be trusted and is a fair and objective person.

First Impression is Critical

Research has shown that within seconds after meeting a stranger a strong and lasting impression of the stranger is formed. The investigator needs to be very aware of this first impression effect. Upon entering the interview room the investigator should appear businesslike but not authoritative or threatening. For this reason, it is recommended that the investigator avoid introductions containing an authoritative title such as "Detective" or "Captain." For the same reason the investigator should not use emotionally charged language when referring to the purpose of the interview, e,g, "murder", "rape", "molest."

 In a non-custodial case the initial introduction may be something like this: "Good morning, my name is Brian Jayne. Thank you for coming in to talk to me."

If the suspect is in custody, the introduction may be:

"Good morning Mr. Johnson. Last night someone took money from Jake's Liquor Store at gunpoint. I would like to ask you questions about that but before I can ask any questions I have to let you know that you do have the right to remain silent, any statement you make can be used against you in a court of law, that you have a right to an attorney and if you cannot afford an attorney one will be provided. Do you mind talking to me about this?"

 Establish a Relationship with Suspect

After the initial introduction comes the relationship-building phase of rapport. The investigator's goals are to establish his objectivity by asking non-accusatory questions and, second, that the interview consists of a question / answer format. In addition, at this early stage of the interview, the investigator wants to establish the suspect's baseline behaviors (eye contact, communication style, emotional state, etc.) and make preliminary assessments of the suspect's intelligence, ability to understand the English language, mental health, etc.

The investigator may choose to initially engage in casual conversation with the suspect at the outset of an interview:

 "Did you have any problems finding our office?"

"Did you come in on the Eisenhower?" "How bad was the traffic?

"Do you think that we are ever going to see Spring this year?"

An especially effective technique to establish rapport with a suspect is to express sincere interest in some aspect of his life. For example, the investigator may notice a Marine tattoo on the suspect's forearm and ask when and where he served. Perhaps the investigator can comment that he attended the same high school as the suspect or lived in the same part of town. This personal attention or common experience provides valuable material to establish trust.

At some point the investigator will spend a minute or two asking the suspect non-threatening background questions under the pretense of gathering or confirming biographical information:

 "Could you spell your last name for me?"

"What is your first name?"

"What is your marital status?"

"Do you have any children?"

"What is your current address?"

"How long have you lived there?"

"Does anyone else live there with you?"

"Are you presently employed?"

"Where do you work?"

"What school do you attend?"

"Have you declared a major?"

"Do you participate in any extra curricular activities?"

 Establishing rapport with most suspects only takes a few minutes. If the suspect is extremely nervous or has been mistreated by a previous investigator and is therefore resentful, several minutes of non-threatening background questions may be required. What should be avoided, however, is a very lengthy (30-45 minute) rapport building session. Under this circumstance, referred to as "forced rapport," suspects may feel that the investigator is trying to manipulate them by delving into personal areas such as their childhood, personal values or hobbies that have nothing whatsoever to do with the issue under investigation.

An exception to this guideline is when establishing rapport with someone who is incarcerated. The incarcerated individual's daily routine is boring and a lengthy, non-threatening conversation with the investigator may be welcomed. Under this circumstance it is not unusual for the investigator to conduct dozens of interviews with the inmate over a period of several months.

Another consideration for an extended rapport-building period is the suspect's culture. Some cultures consider it rude to only have a peripheral social exchange before getting down to business. Under this circumstance it may be appropriate to spend an extended time with the suspect sharing personal information about each other's families or country before addressing the issue under investigation.

Establishing Structure to the Interview

The investigative interview is not an informal chat with a suspect. It is structured and purposeful. This means the investigator will ask prepared questions and document the suspect's responses with a written note following each response.

There are many benefits to taking active written notes during an interview. One of them is that active note taking slows down the pace of questioning. This creates a period of silence following each verbal response. It is during this period of 3-5 seconds that most significant nonverbal behaviors occur. This period of silence also allows the investigator time to analyze the suspect's response and make a decision to ask either a follow-up question or move to the next area of inquiry.

Conversely, if the investigator takes sporadic notes or only starts taking written notes when the suspect answers questions about the crime, the suspect will attach special significance to the fact that the investigator decided to take a written note. This may cause the suspect to be more guarded and less forthright in volunteering information, which is obviously undesirable.

In conclusion, establishing rapport with a suspect at the outset of an interview will be an important factor in determining the success of the interview. Rapport begins with a non-threatening and business-like introduction. The investigator then needs to establish the suspect's trust. This can be accomplished by asking non-threatening questions that appear to establish the suspect's identity or other important background information. It is also important that the investigator establish a pattern of taking written notes right at the outset of the interview.

Credit and Permission Statement: This Investigator Tip was developed by John E. Reid and Associates Inc. Permission is hereby granted to those who wish to share or copy the article. For additional 'tips' visit www.reid.com; select 'Educational Information' and 'Investigator Tip'. Inquiries regarding Investigator Tips should be directed to Janet Finnerty johnreid@htc.net. For more information regarding Reid seminars and training products, contact John E. Reid and Associates, Inc. at 800-255-5747 or www.reid.com.

 

Stretching Your Budget In a Recession
 

Almost every agency is feeling the pinch of hard times, but there are ways to reduce the pain. By Wendy Dutenhoeffer Reprinted from Police Magazine If you've ever had insomnia or worked rotating shifts you've probably seen late night infomercials. The announcers on these things have mastered peddling everything from lighted slippers to miracle bras. One of my favorites features a guy tanned and toned with his six-pack abs glistening in the sun, standing next to a Ferrari and a perfect Barbie babe. He expounds the wisdom of his proprietary program where you can make millions by sitting home, eating bonbons, and maybe spending an hour per day on your computer. That's some people's idea of sound economic advice. But law enforcement agencies with budgets strained by the current recession can't rely on such economic snake oil. They need a strategy for maximizing their purchasing power and stretching every dime. At its core, finance operates on the following very basic principles. You cannot spend more than you make without going into debt. Don't go into debt if you can't afford to make the payments. If you don't want to or can't go into debt and you need or want to buy something beyond your means you have two choices: make more money and/or spend less on other things. These principles are not exclusive to any particular sector. They apply to our personal budgets, to non-profits, to multi-million dollar corporations, and to governmental agencies. Law enforcement agencies have been hit with a recession double-whammy of slashed budgets and increased expenses. But unlike corporations dealing with the recession, law enforcement agencies can't just cut service. In fact they often face higher demands on services. The following is a look at some ways that the average law enforcement agency can stretch its budget. Reevaluate Your Needs One of the best ways to reduce expenses is to take a hard look at where your money goes and determine the necessities. Pay Only for What is Needed This probably sounds like a no-brainer, but contracts and services that haven't been recently reviewed suck money out of your budget faster than the lastest super hot 50HP vacuum. Look at service contracts first. Compare the cost of the contract vs. actual expenses. Often, if you add up what the service fee would cost, it is less than what you pay under contract. Also, take a close look at what you are paying for. When technology changes and your service doesn't, you could be paying more than if you signed up as a new customer. Reviewing cost for services received should be done on a regular basis. A little bit of time and effort makes sure you are getting the most service for the least cost. Share with Others Talk with other agencies in your area and see if they have similar equipment needs. If they do, negotiate a memorandum of understanding (MOU) for sharing the cost and use of equipment. For example, let's say your agency has a fingerprint machine that sits idle 60% of the time and another nearby agency needs the same machine 30% of the time. This is an excellent opportunity to share the expense on this equipment. When calculating cost sharing don't forget to factor in ongoing maintenance agreements, wear and tear, and the equipment’s useful life. If there are several agencies in your geographic area, consider starting a multi-agency equipment co-op. Volunteer to Test Something New technology isn't cheap. It costs manufacturers plenty in research, development, testing, marketing, and manufacturing. If you see an emerging technology that could benefit your agency, talk to the supplier about a win-win option. Offer to be a beta tester for the company's product. Your agency gets the equipment at no charge and in return you promise to test the heck out of it and tell them the good, the bad, and the ugly. Additionally, you could agree to give testimonials about the product to other agencies. If your policies allow, offer to put the company's logo and link to its Website on your home page. The best companies to approach about beta testing are the ones in your region. Do some research and find out what companies are in your area code or at least within 250 miles of your jurisdiction. Negotiate Times are tough all over. Equipment suppliers are not exempt. Most are experiencing decreased sales because many of their most reliable customers are not in a financial position to buy. In the big-picture scheme of business there can be no doubt that some profit margin is better than no profit margin. Talk to vendors, explain your situation, and see if they are willing to negotiate a lower price. They may just take you up on it. Rent-to-Own If the out-right purchase of equipment is out of the question, consider leasing. Be sure to check your agency's policy on leasing first, but this can be a great option. The equipment is delivered and used immediately, while the agency pays an annual or monthly payment. Sometimes you can even turn in used equipment and get a credit toward the lease of a newer model. Check out the terms carefully and make sure you know of any penalties for early return or damage. Buy Used Check with other organizations and see if they have good equipment that they no longer need. You can buy good used equipment at a fraction of the cost of new stuff. Also check out the government surplus lists. Become More Efficient Look at ways to use your precious resources more efficiently and effectively. Can you do more with less? Consider Canyon County, Idaho. The county agencies have turned green and as a result they have put more of the other green stuff back in their budget. Canyon County as a whole is looking at fleet cost savings through the purchase of hybrid vehicles and up-fitting patrol vehicles to run on E85. "By initiating projects that have resulted in immediate cost savings, reduced emissions, independence of foreign fuels, and conserved energy usage in our own environment, we are successfully moving forward to a long-term solution," says Canyon County fleet manager Mark Tollman. "We are systematically reducing our older vehicle issues by implementing hybrid fuel technologies, and will soon be a green fleet countywide in the foreseeable future," he adds. Moreover, Canyon County implemented a tire program where nitrogen is used in tires. Tollman says this change increases safety, mileage, and the life of the tires, while decreasing maintenance or replacement of tire sensors. If changing your fleet's infrastructure won't work, think about other ways to conserve fuel and vehicle costs. Reducing idling time equals savings in fuel and vehicle longevity. And have your fleet department make sure that tires have the proper pressure at all times. Your Trash Could be Somebody's Treasure Equipment that is no longer working for your organization may be a considered the magic pumpkin coach by another. Determine what "outgrown" but viable and properly operating equipment can be sold. Then find a buyer. This is a win-win; your revenues increase and the buyer's expenses decrease. Take it to the Streets Let the public you protect know that you are trying to raise money to provide new services or purchase new equipment. They may step up to help. Lasso this support into a grassroots fundraising effort where the customer takes charge. Donations will quickly fill the coffers from local businesses and community groups and youth organizations may hold bake sales and car washes for your benefit. And don't let the momentum stop at a one-time saturation effort. Harness that volunteer energy and community support to start up a foundation that will raise additional funds year round. Offer a lunch with the chief of police in exchange for a donation of a certain level. Hold a golf tournament. Let the volunteers' creativity flow, and you might be surprised at the dough they harvest. Check your Prices If your agency charges for providing security services, check the numbers and make sure that the charges to the customers cover the cost outlay. Make sure the cost of the deputies or officers, including variable and fixed benefits, are added into the equation. Don't forget about incorporating overtime, fuel, vehicle, equipment, materials, and supplies into the rate. Review Fees Often overlooked are fees charged for reports, civil process and the like. A market survey of surrounding agencies can tell you if you are right in line or woefully underpriced. Sometimes fee increases are restricted by local law so don't forget to check for increase limitations. Local Grants Look beyond your current grant sources. Often overlooked are local foundations that may be more than willing to fund a grant for an investment of policing equipment used to keep their community members safe. Talk it Up While attending seminars or classes, the participants often learn more from networking and talking to others. Build relationships with your peers in the law enforcement community. Ask them what has worked for them. Why reinvent the wheel when somebody has one that works perfectly? Wendy Dutenhoeffer is a financial officer with the Bonneville County (Idaho) Sheriff's Office. She has 22 years of experience in finance.

   

The Value of Attending Regional Law Enforcement Shows: Get “Rock Star” Speakers without the Cost

Due to budget restrictions, many law enforcement officers must choose what conferences and events they can attend. While the majority of conferences have merit and value, not very often do you hear one being described as having “rock star” speakers, especially not a smaller, regional conference.

Well, those were the words used to describe the 3rd annual Mid-Atlantic INLETS seminar (INtelligence and Law Enforcement Training Seminar) that took place the last week in June in Annapolis, Maryland. The five-day collaborative training program is designed using components from the FBI Field Offices in Washington D.C. and Baltimore, from InfraGard, and from the Maryland Coordination and Analysis Center (MCAC).

“This conference had some of the best speakers I’ve ever seen at a conference,” said Jim Deater, a 23-year veteran of the Maryland State Police. The rock-star lineup included Tony Mendez, the CIA agent (retired) who is largely credited with exfiltrating six American diplomats out of Iran during the Iran hostage crisis in 1980 (recently portrayed in the Oscar-winning film, Argo). Donald Schuler also spoke. He is a CIA agent involved in Operation Cyclone, a program to arm and finance the Afghan mujahideen prior to and during the Soviet war in Afghanistan in the 1980s (portrayed in the film Charlie Wilson’s War). Both men are now retired, but talked about the lessons they learned on those cases and how they managed to balance work and family life.

The conference’s educational sessions covered everything from cybercrime to outlaw motorcycle gangs and there was something for everyone, whether you are a crime analyst, gang specialist or drug investigator working for a small town or for a federal agency. Check out the rest of the article to learn more about electronic surveillance tactics including the use of IP-surveillance cameras, seizure of cell phones, and GPS tracking.

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