Get Licensed - Level 2 Award For Door Supervisors - Part 3

for Door Supervisors in
the Private Security
Industry
Part 3
Level 2 Award

02 Recognising risks In
conflict situations
© Get Licensed Publications 2021
Module
03

© Get Licensed Publications 2021 3
Dynamic
Changing
Static
Still/unchanging
Two basic types of risk
assessment
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Dynamic environment
examples
Anywhere where change and movement
is involved:
• Busy bars/shops
• Roads with traffic moving
• People drinking alcohol or taking drugs will likely
change their behaviour as time goes on
• Sports being viewed: crowd behaviour will likely
change and be influenced by the outcome of the
game
These types of environments would need constant
risk assessment, as they are constantly evolving
and changing.
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Static environment examples
These environments are normally unchanging
over time:
• An empty room
• A closed road
• A closed pub
Quite often risk assessments for these types
of environments only need to be carried out
infrequently, as we are not expecting any change.
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Threat assessment: P.O.P
People Objects Place
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People: how much do we know about them?
Are they a known
aggressor?
Are they intoxicated? Age? Size?
Skillset (this may not
always be apparent)?
Mental health? Physical health? Alone or part of a
larger group?
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Objects: what objects are nearby?
Chairs? Tables? Ashtrays (unlikely
indoors, perhaps
outdoors)?
Bottles?
Glasses? Belts? Any concealed
weapons?
8
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Place: where is the incident happening?
Stairs? Slippery surfaces? Crowded areas?
Secluded areas? How far are our exits/fire exits
for ejection?
Any trip hazards?
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S.A.F.E.R
S A F E R
Step
back
Assess
threat
Find
help
Evaluate
options
Respond
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Step back
Take a moment (take a few breaths/count to 5)
Don’t rush into a situation, if you can help it
Try to stay calm
Evaluate what you are hearing/seeing
Sometimes we can completely misinterpret
a situation if we rush in without consideration
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How many people are involved?
Do they have access to weapons?
Do I need back up?
What is my exit strategy?
Is the area crowded / slippery floor
/ far from exit points, etc?
Assess the threat
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Find help
We should be part of a team
Call for help before engaging, as once you
are engaged it may be far more difficult to
do so
When calling for assistance using a radio,
remember to transmit clearly where the
incident is taking place so that your
colleagues know where to go!
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Evaluate options
Decide the best course of action
Is it a warning to all parties?
Is it an ejection of one or both parties involved?
Is it a case of no action required, other than
monitoring the situation?
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Respond
Once you have decided what you need to do,
then respond
If you need to physically remove one or more
people from a premises, then you will need to
follow your procedures
Assist with any further reports, if required
Assist the police with a statement, if required
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Rational brain response Emotional brain response
Two types of human response
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Rational brain
The calm, calculated
part of the brain
Thinks Assesses information
Calculates the response Slower to respond than the
emotional part of the brain, but
often the response is more
considered than the emotional
response
Security Operatives
should try to stay rational
at all times
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Emotional brain
Very rapid response from the
brain (not a considered
response)
It triggers the bodies
fight/flight/freeze response
Quite often results in
irrational decisions being
taken
More of a survival instinct can
take over and people can feel
a loss of control of their
actions
This can make people
dangerous in certain situations
Heart rate increases and
chemicals released into the
bloodstream
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Fight or flight
Response to a threat Natural animal
survival instinct
Prepares your body for
action
Increased heart rate and
breathing
Chemical release into the
body: adrenaline, dopamine,
endorphins and cortisol
These help numb the body
against pain and
oxygenate the muscles for
energy release
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Signs of fight or flight
Rapid breathing Bloodshot eyes Dilated pupils Shifting weight from
one leg to the other
Clenched fists Signs of restlessness
(built-up energy)
Note that not
everyone shows all
of these types of
behaviours
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Choosing to fight
• Invading personal space
• Continue to make them feel threatened
• Block their exit
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Triggers
Something that may put someone into fight or flight
based on fear or anger.
Through:
• Embarrassment
• Loss of face
• Rudeness
• Fear
• Ridicule
Being:
• Patronised
• Confused
• Ignored
• Not being taken seriously
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Inhibitors
Things that stop people from reacting with
anger and aggression:
• Social or legal consequences
• Self control
• Personal values
• Fear the other person will fight back
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Stimulus > leads to a choice >
leads to a response
(either negative, which could
escalate things, or positive which
could de-escalate)
It is essential to manage customer
expectations
This is done through clear
communication
Stimulus responses
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Example of a negative response
A customer is not wearing the correct clothing to enter a
premises. Give a potential negative response to that
situation from the Security Operative.
• “You’re not coming in dressed like that.”
• “Shoes, mate.”
• “You know there’s a dress code here, fella?”
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Example of a positive response
A customer is not wearing the correct clothing to enter
a premises. Give a potential positive response to that
situation from the security operative.
While they still cannot be allowed into the premises we could
try the following:
• “Have you tried the venue next door? They don’t have a
dress code.”
• “If you go and change your shoes, you can come back. You
don’t need to queue, just ask for me.”
While it may not always be possible to give these options, it’s
still important that we try our best to give the customer options
and choices.
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Your attitude
My attitude
Your
behaviour
My
behaviour
affects
affects
Behavioural
cycle
affects
affects
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My attitude affects my
behaviour, affects your
attitude, affects your
behaviour
• It’s vital to adopt the appropriate initial response to
an incident
• There is a link between attitude and behaviour
• A positive attitude would normally lead to positive
behaviour
• A negative attitude would normally lead to
negative behaviour
• Effective communication and behaviour from the
security team would likely influence the behaviour
of others
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Basic elements of communication
Sender: encodes the message
Receiver: decodes the message
Both sender and receiver should check
understanding.
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Communication barriers
Physical:
• Noise
• Heat, pain, anger
• Drink and drugs
• Language
Psychological:
• Emotion
• Culture
• Power/authority
• Attitude and beliefs
• Inflated ego
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Quiz time
Module 3 chapter 2

Quiz questions
What are two types of common human
responses?
A Laughing and crying
B Financial and Legal
C Emotional and rational
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03

Quiz questions
What are two types of common human
responses?
C Emotional and rational
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03

Quiz questions
What is a trigger?
A Something that may cause you to lose your
temper
B Something that stops people getting angry
C Something that causes someone to become
tired
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03

Quiz questions
What is a trigger?
A Something that may cause you to lose
your temper
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03

Quiz questions
What is an inhibitor?
A Something that stops you from losing your
temper
B Something that makes you very angry
C Something that increases your heart rate
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03

Quiz questions
What is an inhibitor?
A Something that stops you from losing
your temper
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03

Quiz questions
Give example of a Physical barrier to
communication.
A Ego
B Pain
C Emotion
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Quiz questions
Give example of a Physical barrier to
communication.
B Pain
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03 Problem-solving techniques
Module
03

Active listening
Listen to what they
are saying
Focus your attention
on them
Use body language
(head nodding, eye
contact)
Paraphrase what
they have said, to
show you are
listening
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Face-to-face communication
7% 38% 55%
42
Words Tone Body language
02/ 09
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Defusing conflict
Don't get angry Maintain a positive attitude
Manage the abuse Be assertive
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S.P.A.C.E
S P A C E
Stance Positive
attitude
Active
listening
Comfortable
distance
Exit route
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Zones
Intimate space
0 – 0.5 metres
Normal space
0.5 – 1.2 metres
Stranger space
1.2 – 3.0 metres
Public distance
Personal distance
Social distance
Intimate distance
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Signs of escalation
Intense eye contact Abuse focused on you
personally
Threatening language
Personal space
being invaded
Pointing, leading to
physical contact
Square-on posture
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Security team’s positive responses to escalation
1
Active listening
2
Explanation of rules
3
Apologising
4
Providing options and
choices
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Common causes of conflict
Drugs and alcohol Stress Frustration Jealousy
Relationships Discrimination Embarrassment Inconvenience
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Escalation to violence
Anger Violence
Aggression
Frustration
Remember, not everyone has a phased progression to violence.
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Quiz time
Module 3 chapter 3

Quiz questions
What does active listening mean?
A Looking like you are paying attention
B Not really listening to the person
C Paying attention to what a person is saying,
asking open questions
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03

Quiz questions
What does active listening mean?
C Paying attention to what a person is
saying, asking open questions
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03

Quiz questions
What percentage are words in face to face
communication?
A 7%
B 25%
C 50%
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03

Quiz questions
What percentage are words in face to face
communication?
A 7%
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03

Quiz questions
What is the distance in the intimate zone?
A 12 metres
B 0 - 0.5 metres
C 10 Feet
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03

Quiz questions
What is the distance in the intimate zone?
B 0 - 0.5 metres
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03

04 Using communication to
help resolve conflict
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03

Resolving conflict
Maintain self control
Show empathy
Signal non-aggression
Win trust
Empathy
Put yourself in their position. Try to see things from
the customer's point of view.
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Customer’s perspective
What the customer thinks, feels, sees,
says, does
Customer pain
(fears, frustrations, obstacles)
Potential gain
(goals, wants, needs)
Try to understand the customer’s point
of view
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Resolving may also include:
Building a rapport (understanding)
Look for a win-win
Deliver a “gift” (make the customer feel you
have gone above and beyond)
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Confronting conflict
• Confrontation may lead to escalation
• It may be better to wait for the emotion
to reduce
• If you do confront, choose where and when to be
assertive and use non-aggressive signals and
body language
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03
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Behavioural types: aggressive
Threatening tone Threatening stance or
positioning
Angry gestures Angry words
Strong eye contact Shouting Pointing Quick hand
movements
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Behavioural types: passive
Hesitant Apologetic Seeking approval Always agreeing with
others
Broken speech
pattern
Quiet, strained speech Discomfort in groups Little-to-no eye contact
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Behavioural types: assertive
Firm but fair Calm Normal positioning Relaxed body
language
Listening Polite and rational
speech
Acknowledging
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Team strategies
Contact and cover:
• Simple, well-tested system
• Used by police
• Does not give an impression of ganging up
• Safe way to control a situation, without being
intimidating
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Contact
• Engages the customer
• Tries to resolve
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Cover
• Stands to one side
• Does not engage the customer
• In view, but not close enough to get drawn in
• Watches the contact’s back and calls for back up, if
required
• Can switch with contact, if needed to de-escalate
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Switching
• This is done when the contact and cover
switch places
• Could happen if the contact signals a switch,
or they have started to become emotionally
drawn in
• Intervene by engaging the customer with your
back to your colleague
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Drawing round
• Two Door Supervisors draw around two customers
who are in conflict with one another
• Turn the customers away from one another, so they
are back to back, and draw them away
• Break the customers’ eye contact with one another
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Exit strategies
• Maintain personal space
• Demonstrate a non-aggressive stance
• Ensure escape routes are visible to all parties
• Be aware of your surroundings and exit routes
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P.A.C.E. planning
P.A.C.E. is an acronym that is commonly
used in contingency planning. It was
developed by special forces, and can be
used many ways, not just in
communication. P.A.C.E. planning is about
mitigating risk by developing three back-up
plans, and is designed in a way that
ensures we can complete our task.
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P.A.CE
Primary Alternative Contingency Emergency
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P A C E
This is our best and
intended method to
accomplish a task
This is common, but
less optimal method,
should primary fail
This may not be as fast
or easy, but can
accomplish the task
This is the last resort
method, should all
of the above
options fail

Passing the baton
If switching has not resolved the problem:
• Pass on to someone in a better position to help
• Customer feels that problem is taken seriously
• You exit
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Reflecting and learning
Incidents should be reviewed to learn and
reflect on the possible causes.
Reflect on what was done well and what
could be improved.
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Learning cycle
Always look at a long-term solution that will fix the problem
at the route level.
• Incident occurs
• What happened?
• Why did it happen?
• A lesson to be learned
• Share good practice
• Ensure learning is shared
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Quiz time
Module 3 chapter 4

Quiz questions
What does empathy mean?
A Putting yourself in someone else's place, see
it from their point of view
B Not caring about someone else
C Feeling sorry for someone
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03

Quiz questions
What does empathy mean?
A Putting yourself in someone else's place,
see it from their point of view
Module
03

Quiz questions
What type of behaviour should a Security
Operative have?
A Aggressive – get the job done
B Passive – don’t want to upset anyone
C Assertive – firm but fair
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03

Quiz questions
What type of behaviour should a Security
Operative have?
C Assertive – firm but fair
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03

Quiz questions
In contact and cover, what should the
cover do?
A Get involved, talk over everyone
B Watch, don’t stand too close, watch the
contact’s back
C Stand behind the customer to make them feel
scared
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03

Quiz questions
In contact and cover, what should the
cover do?
B Watch, don’t stand too close, watch the
contact’s back
Module
03

Physical Intervention in
the Private Security
Industry
Module four

Physical intervention in the
private security industry
Defensive physical skills
Physical skills used to protect yourself or others from
an assault.
Physical intervention
The use of direct or indirect force through mechanical
means (handcuffs, etc.) or bodily contact.
It is made up of:
• Non-restrictive interventions - subject could move
away, i.e. a breakaway or non-restrictive escort
• Restrictive interventions - involves more force in order
to control a customer, and remove their ability to easily
move away. This can be achieved through either
mechanical restraints or bodily contact
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04

Primary controls
Following employer policies and
procedures, as well as the correct
use of equipment (radios, access
controls and CCTV, etc)
Secondary controls
The correct use of conflict management
techniques and teamwork, used to try to
de-escalate situations and reduce the use
of the physical intervention
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Always use physical
intervention as a last resort
for the following reasons:
Increased risk of injury to all parties involved
Can result in legal proceedings if the use of force
is seen as excessive and unreasonable
Can lead to loss of SIA licence and employment
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Avoiding conflict
1
Give customers
space
2
Always give all
parties a clear exit
path
3
Remain calm
4
Use conflict
management
techniques
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The law regarding the use of
physical force
• Physical force can be used to defend
yourself, providing the force is only used to
create a window of opportunity to escape
and nothing more
• All force must be reasonable
• Reasonable = necessary and proportionate
to the circumstances
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04

Risks of dealing with physical restraints on the ground
Most serious injuries and
deaths from physical
interventions result from
customers being restrained
face down on the ground
Death can also result from
someone being bent forward
or hyper-flexed, as well as, in
some cases, prolonged seated
restraints
Impact injuries can result from
forceful take downs
Glass or debris injuries
from the ground
Vulnerability to assault from
others
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Dealing with physical interventions on the
ground appropriately
Avoid going to ground, if possible Get off the ground as quickly as possible
While on the ground, monitor the restrained
individual to ensure their breathing is not
compromised
Where there is more than one member of the team
present, someone should take charge of the
situation and take responsibility for overall safety of
all concerned
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Dealing with physical interventions on the
ground appropriately
The team leader should try to
verbally communicate and defuse
the situation, and bring the
restraint to an end as quickly as
possible
If the team leader is not in a
position to communicate with
the restrained individual, they
should position a colleague to
do so
De-escalate force at the earliest
opportunity, and immediately if
there are signs of a medical
emergency
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04

Medical risk factors: serious harm or death can
result from:
Customers being forced to
the ground
Customers held in prone
restraint (face down on the
ground)
Any lengthy physical
intervention
Any use of restraint that
impairs breathing
Any neck holds or chokes
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04

Positional asphyxia
Death which is a result of putting a restraint on
a person, which leaves them in a body position
that leads to an inability to breath. This could
be from laying them face down on the ground
(prone), and putting pressure on their back.
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Stress and emotional trauma
• Physical restraints and methods can be particularly
difficult for people who have suffered abuse and
trauma
• Staff need to respect the dignity of individuals that
they are managing, however challenging they find
them
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04

Acute Behavioural Disturbance (ABD), also
known as Excited Delirium
Excessive strength Hot to touch Constant physical
activity without
apparent fatigue
Insensitive to pain
Confused emotional,
mental state
Vomiting Increased heart rate
and breathing
It is a medical
emergency, until
proven otherwise
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04

Psychosis
Psychosis can result from an underlying mental
disorder, or it could be drug induced. It can result in
any, or all, of the following:
• Hallucinations
• Paranoia
• Extreme fear, as part of delusional beliefs
Both Acute Behavioural Disturbance and psychosis
can lead to sudden death, so should be treated as a
medical emergency. The preference should be on
using conflict management defusing techniques in
these situations, as far as is reasonably practical.
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04

Other impact factors to consider when using physical
intervention
Age, size, weight Physical health Mental health Physical exhaustion
Recent ingestion of
food
Pre-existing medical
conditions
Alcohol or drug use
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04

Vulnerable groups
• Children and young people
• Older adults
• Individuals suffering from mental health issues
If staff are working in an environment which involves
routinely working with vulnerable groups, they should
receive additional training in the use of physical
interventions.
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04

People fighting: risk assessment
Use a dynamic risk
assessment
How many involved? Are they carrying or using
weapons?
Are innocent bystanders
in danger?
Have you called for help? Are there any other non-
physical options available to
us?
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04

Use teamwork
Most fights are over
within under a
minute
Most people don’t want
to fight
There may be drugs or
alcohol involved
Some people will
fight in front of you,
so you will stop it
quickly without them
losing face
If people are not fit and
trained, they will run
out of explosive energy
rapidly and go to
ground
Always use clear
commands to tell people
to stop before physically
intervening. This is to
build up a legal case and
also show witnesses we
did not want to use
physical force
Always request
assistance before
engaging or you may not
get a chance to access
your radio
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04

Reducing the risk of harm
Choose the least forceful restraint
possible in the circumstances
Avoid high-risk solutions and take
downs, if at all possible
Avoid the use of neck holds,
as these can result in lack of
circulation to the brain, as well
as breathing difficulties
Maintain ongoing communication with
all parties involved, including the
subject
Monitor the wellbeing of the subject
for adverse effects
Work as a team with a designated
team leader
Follow all established policies
and procedures
De-escalate as quickly as possible, to
reduce exposure to risk
Immediately release and provide
assistance to the subject, if they
show signs of breathing difficulties
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04

Dynamic risk assessment can be used to:
Assess the risks involved in
using a physical restraint to all
parties, when deciding if
physical restraint is
appropriate
Evaluate the options available
when looking at a situation, to
determine whether to
intervene
and how
Identify when assistance is
needed
Continuously monitor the
levels of risk faced by all
parties involved, and adapt
accordingly
Determine if it’s appropriate to
withdraw or de-escalate
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04

Managing and monitoring a
person’s safety during
physical intervention
Monitor
• Observe the risk factors (situational as well as
individual)
• Ensure that nothing impedes the subject’s
ability to breath or their circulation
• Check airway, breathing and circulation
constantly
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04

Actions to take
If person is
unconscious, but
breathing, place them
in the recovery
position
Immediately
commence
CPR/defibrillation
if the subject is
unconscious and not
breathing or showing
any signs of life
If the subject is breathing
and conscious, talk to the
subject and take them
seriously, as people can
still talk if they are
experiencing positional
asphyxia, or any other
form of medical distress
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04

Act on red flags
• Effort or difficulty in breathing
• Blocked airway
• Vomiting
• Becoming very passive or reduced
consciousness
• Non-responsiveness
• Signs of head or spinal injury
• Facial swelling
• Evidence of alcohol or drug overdose
• Signs of cyanosis (blue lips
or fingertips)
• High temperature
• Bizarre behaviour
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Post-incident
Duty of care for the
customer (even the
aggressor)
Provision of medical
care
Brief police/
emergency services in
attendance
Preserve all evidence
Remember to follow
local policies on report
writing
Learn from what's
happened
Share good practice
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04

De-briefing
All staff should be
involved
Time should be taken
to analyse feedback
from all parties
involved, as well as
reviewing any CCTV
footage
Feedback to all staff Good teams should
always be open to
improve
Learn from the incident
in the view of handling
it better, if a similar
incident were to occur
Identify what we
did well
Identify what we could
do better
Is anyone in need of
further training?
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04

Post-incident support
Following a violent incident, staff may require professional
help and support. Under Health and Safety legislation, this
should be provided by the workplace.
It is designed to help:
• Promote wellbeing
• Reduce sickness absence
• Identify post-incident effects
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04

Report writing
If you have to use force, it is a requirement that the
incident is fully recorded.
This will assist in any legal matters that may arise later.
It protects the organisation and the individual.
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04

The importance of
maintaining physical
intervention knowledge and
skills
• Legislation can change
• Skills fade (proficiency deteriorates over time, which
could decrease effectiveness and increase risk)
• Security providers may not be compliant with Health and
Safety legislation (they are responsible for employees
acts and omissions) if they fail to make sure their staff
are adequately trained and refreshed on their skills
regularly
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04

Quiz time
Module 4

Quiz questions
What does the term ‘restrictive physical
intervention’ mean?
A It means the customer is able to move freely
B Punching a customer
C It means holding someone in a way that
restricts their freedom of movement
Module
04

Quiz questions
What does the term ‘restrictive physical
intervention’ mean?
C It means holding someone in a way that
restricts their freedom of movement
Module
04

Quiz questions
What is an example of a secondary control
measure?
A Conflict management techniques
B Using your radio
C Shouting loudly at a customer
Module
04

Quiz questions
What is an example of a secondary control
measure?
A Conflict management techniques
Module
04

Quiz questions
Why do we use physical intervention as a
last resort?
A It leads to lots of paperwork
B Legal issues, injuries to all concerned, loss
of job, loss of licence, etc
C It makes us tired
Module
04

Quiz questions
Why do we use physical intervention as a
last resort?
B Legal issues, injuries to all concerned,
loss of job, loss of licence, etc
Module
04

Quiz questions
What type of physical force can we use
against someone according to law?
A Reasonable (necessary and proportionate)
B Stealthy and Silent
C Final and deadly
Module
04

Quiz questions
What type of physical force can we use
against someone according to law?
A Reasonable (necessary and proportionate)
Module
04

Quiz questions
Explain the term ‘positional asphyxia’.
A Any body position that interferes with the
person’s ability to breathe
B Making a person stand up for a long time
C A position that helps a person breathe easier
Module
04

Quiz questions
Explain the term ‘positional asphyxia’.
A Any body position that interferes with the
person’s ability to breathe
Module
04

Quiz questions
What is Acute Behavioural Disturbance?
A medical condition that leads people to laugh
B A medical condition that can be considered a
medical emergency
A medical condition that is not considered a
medical emergency
Module
04

Quiz questions
What is Acute Behavioural Disturbance?
B A medical condition that can be
considered a medical emergency
Module
04

Quiz questions
What factors should be considered when
using physical intervention?
A Age, size, weight, gender, health issues,
mental health issues
B What the customer is wearing
C Does the customer complain of bad service
Module
04

Quiz questions
What factors should be considered when
A Age, size, weight, gender, health issues,
mental health issues
Module
04

Quiz questions
How do we reduce the risk of harm when
A Hold customers down for as long as it takes
for them to calm down
B Always place a customer face down on the
ground
C Use the least restrictive hold possible in the
circumstances, try to release any restraint as
soon as is possible, take careful note of the
person’s behaviour and any signs of medical
issues
Module
04

Quiz questions
How do we reduce the risk of harm when
C Use the least restrictive hold possible in the
circumstances, try to release any restraint
as soon as is possible, take careful note of
the person’s behaviour and any signs of
medical issues
Module
04

Quiz questions
What should we do if someone shows signs
of becoming unwell during a restraint?
A Ignore them, they’re lying
B Modify or release the restraint immediately
and call for first aid assistance
C Call the police and ask them what to do
Module
04

Quiz questions
What should we do if someone shows signs
of becoming unwell during a restraint?
B Modify or release the restraint immediately
and call for first aid assistance
Module
04

Quiz questions
What documents would you likely need to
fill out after a restraint goes to ground?
A Incident book, police statement, accident
book (if any first aid required)
B Venue Diary
C Your personal Facebook status
Module
04

Quiz questions
What documents would you likely need to
fill out after a restraint goes to ground?
A Incident book, police statement, accident
book (if any first aid required)
Module
04

End of theory
Now it’s time for the practical elements of
the course!
Good luck with your exams
and assessments!

Get Licensed - Level 2 Award For Door Supervisors - Part 3

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