The Six Layer Concept: Digital Conference Book

THE SIX LAYER CONCEPT

TACTICAL THREAT RECOGNITION CONFERENCE WORKSHOP

Lynn L. Westover

James R. Seese

THE SIX LAYER CONCEPT:

FORWARD

Purpose:

The evolution of the call-for-service industry prompts the need for advanced training and modernized curricula that specifically addresses the needs of first responders. Critical training in the integration of tactical disengagement, mental health management, procedural justice, community policing, bias-free decision making, and advanced critical thinking for later articulation accompanied with public scrutiny is a must for re-establishing the legitimacy of law enforcement and community rapport. Given the limitations with funding and personnel shortfalls, it has become more difficult for law enforcement, first responders, and allied professionals to obtain the necessary training to address 21st Century challenges. The Six Layer Concept: Conference Workshop is an incite into bridging the gap between decision-making, the efficient administration of justice, citizen safety, responder safety, and use of force.

Scope:

Behavior pattern recognition and cultural intelligence are essential for ground level tactical operations and strategic decision-making for the lowest level of operations, to first-line surpervisors, executive level leadership, and policy makers. The Six Layer Concept: Conference Workshop was designed in keeping with the human terrain mapping and behavior pattern recognition program (HTMBPR). This conference workshop is a working familiarization into the HTMBPR program developed from the lessons learned of previous behavior pattern recognition programs fielded by the DOD, DOJ, and DHS. This workshop has been refined using significant critical attendee feedback from associations and conferences such as ILEETA, OTOA, EMS World Expo, NYTOA, TacOps East, and TacOps South. Therefore, the contents included herein are applicable across all jobs, roles, duties, and assignments for law enforcement, first responder, and allied professionals.

Because of the support of we have recieved from other best in breed providers who deliver products and services we believe are in keeping with our mission, values, and standards, we are able to provide these materials free of charge to all attendees of this workshop. We appreciate our strategic partners for their continued support, not only to our mission, but to that of law enforcement, first responders, military, and security personel and organizations around the world. Without them these materials would not be possible.

Changes:

Recommendations for improvements to this curriculum are encouraged from departments and organizations as well as individuals. Suggestions may be made in writing via email or letter mail to:

Six Layer Concepts & Consulting

HTMBPR Curriculum Development

17304 Preston Road Suite 800 #209 Dallas, TX 75252 info@slcsquared.com

Certification:

Reviewed and approved on June 01, 2023.

James R. Seese

Lynn L. Westover Partner/Co-founder Partner/Co-founder

PROUD PARTNER OF SIX LAYER CONCEPTS & CONSULTING

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WORKSHOP CURRICULA

THE SIX LAYER CONCEPT

The Six Layer Concept is Human Terrain Mapping and Behavior Pattern Recognition (HTMBPR). It is designed to effectively equip one with the ability to articulate and defend decisions based on published science. HTMBPR is the backbone of our decision-making paradigm and the methodology used for strategic and tactical planning for intelligence-based policing.

This course provides an informed awareness that students can use predictively and proactively to de-escalate and mitigate potentially dangerous situations they may encounter during the performance of their duties. With the capability for tactical disengagement, there are more opportunities to prevent a deadly force or escalation of force incident before it happens.

Today’s law enforcement and allied professionals work and live in a very fluid and dynamic environment where the health and welfare of their officers and the civilian populace they serve balance on a fine line. Predictive analysis and proactive decision-making create a cycle that, if repeated, builds adaptability and resiliency. This cycle works within a legal, moral, and ethical framework and aligns with the needs of the 21st Century Law Enforcement Professional.

Curriculum Overview

The purpose of this workshop is to create the ability for an individual to quickly establish a baseline and identify anomalies through the six layers of human behavior. This is achieved through an understanding in the physiological and psychological affects of stress on the brain. The student will be able to use behavior pattern recognition to enhance decision-making and mitigate cognitive biases. The application of these new lenses will improve situational awareness through better observation, reporting, communication, and articulation. .

WHAT IS HTMBPR?

Human terrain mapping and behavior pattern recognition (HTMBPR) is a science-based tactical field decision-making model for intelligence-based policing based on lessons learned from human behavior programs developed for the Department of Defense. HTMBPR focuses on advanced critical thinking by understanding human behavior patterns.

It creates a framework to observe, articulate, document, and defend decisions made by providing the knowledge, skills, and abilities to 1) observe a situation, orient within it, and make sound decisions in accordance with the law and agency policy and procedure, and 2) take appropriate legal, moral and ethical actions.

For many the term human terrain is somewhat confusing. Simply put, human terrain is the cultural, anthropological, and ethnographic information about a human population (Dostri & Michael, 2019). By better understanding and analyzing the human terrain, it becomes much easier to build cultural intelligence or cultural quotient (CQ).

Cultural intelligence is an individual’s capability to function effectively in culturally diverse settings. Many times throughout this workshop you will hear the phrase “culture is context” because it is important to recognize the cultural factors at play in any given situation. By coupling the understanding of the human terrain (CQ) with behavior pattern recognition the officer or first responder can feel much more confident in their decision-making and achieve much better outcomes in their interactions with their community.

A Day in The Life

All situations whether non-kinetic or critical have one thing in common, they all begin with a first contact. Whether that be a routine traffic stop, a street contact, a domestic disturbance, well-fare check, medical response, high-risk warrant, or entering an inmates cell the events leading up to any kind of decisive action begin with contact.

This is the reason for standards in training, SOPs are written in blood, meaning someone was either hurt or killed causing policy to be changed in an effort to prevent it from happening again. It is critical to remember that the decisions you make have significant second and third order effects.

The effects can be a life changing event for the citizen, suspect, community, you, your family, and your agency. It is also essential to understand that in-decision, the failure to act or make a decision, is still a decision. A life changing event does not have to be as extreme as serious bodily injury, serious bodily harm, or death. It could be something as simple missing an exit on the highway making you late for work.

FIGURE 1 - A ROUTINE TRAFFIC STOP

The most dangerous time for the officer and the citizen it during a routine contact/stop. CREDIT: Adobe Stock

The B+A=D Decision-Making Algorithm

The B+A=D Decision-Making Algorithm is the formula that is used with the Six Layer Concept to identify a life-changing event before it happens. Most agencies and organizations have policies and procedures that are reactive in nature.

It is important to have these types of standard operating procedures, but the intention with the B+A=D Algorithm is to be proactive. This is a three step process where you first establish the baseline, then you proactively search for anomalies, once a cluster of three or more anomalies are reached, then a decision must be made.

Col. John Boyd’s OODA Loop is much more sophisticated than people give it credit for. That is why it is used throughout the world, even in non-security related industries, for things such as business leadership and education. CREDIT: Col. John Boyd

Col. John Boyd’s O.O.D.A. Loop

Imagine you are driving down a freeway. Up ahead you notice the cars in front of you start to active their brake lights. Immediately you consider your options, it may just be a little bit of a slow-down ahead (most probable) or it could be gridlock traffic or an accident (most dangerous).

Based-on these potential outcomes you may decide to change lanes to avoid the slow-down. As you get closer you re-evaluate the situation and decide to take the next closest exit in an effort to avoid an accident yourself or getting stuck in traffic. This is an example of a decision-making cycle.

The B+A=D Decision Making model enables you to proactively make a decision before it is too late. The best way to win a gunfight or a fistfight is to avoid it all together. CREDIT: Lynn Westover

Establish the Baseline. The baseline is the starting point used for comparisons, an expected set of conditions, normal conditions, “the norm”, or homeostasis.

Proactively Search for Anomalies. Anomalies are anything that rises above or falls below the baseline. An easy way to remember this is to ask “what is here that should not be?” and “what is not here that should be?” People, items, or behaviors that are missing can be just as important as those artifacts that do not belong.

Make a Decision. Once a cluster of three or more anomalies are observed then a decision must be made in order to stay proactive. We call this the rule of three, and it is critical to understand that this does not imply the use of force or the circumvention of policy or procedure. In fact, it is quite the opposite. What the rule of three is for is to be conscious of your decision-making. For example if an officer observes potentially threatening behavior, but decides to change position tactically and continue observation, that is still an action based on their decision.

Colonel John Boyd was a famous fighter pilot who used the same type of cycle to express the decisions a pilot makes while in a dog fight. This cycle is known as the O.O.D.A. Loop, where a pilot observes the enemy combatant, then orients their location in relation to the threat, decides how to best maneuver for a tactically advantageous position, and then takes action to reduce the threat.

It is important to keep in mind that the pilot of the enemy aircraft is going through the same process. This is obviously a simplistic way to express this situation, but imagine if you replace the pilots and aircraft with an officer and an armed assailant, it is the same cycle. Whenever you observe and orient you are sense-making and when you decide and act you are problem solving. The more you sense-make and problem solve the more adaptability and resiliency you build.

Feedback Loops and Corrupt File Folders

While the outcomes of the O.O.D.A. Loop can be positive, there can also be some drawbacks. One example is a feedback loop, where part of a response gets looped back into a stimulus and amplifies itself.

FIGURE 2 - A LIFE CHANGING EVENT

FIGURE 3 - COL. JOHN BOYD’S OODA LOOP

While repeating the cycle of sense-making and problem solving builds adaptability and resiliency every time there is a positive outcome, it important to remember that there can be drawbacks. A Sheriff’s Deputy conducting a spark check on their Taser instead of deploying it during a use of force incident is a good example of a feedback loop coupled with a corrupt file folder. CREDIT: Lynn Westover

Think of a record player that has a scratch on its track and it gets stuck in that same track, unable to break the repeating loop. The same can occur in critical decision-making if a non-standard observation occurs. Another issue that can arise is a corrupt file folder, also known as a training scar. Corrupt file folders are unintended consequences resulting from the repetition of errors in a training environment that become second nature.

Course of Action Development

Course of action development or COA Development is the process of analyzing MPCOA and MDCOA. MPCOA is most probable course of action and MDCOA is the most dangerous course of action. When developing COAs based on the situation at hand it is important to consider both your perspective and that of the person/s that you are interacting with. This is tactical cunning and it useful regardless if the other individual is a threat or not. It is important to consider multiple COAs and to constantly reassess as the situation progresses as the baseline is constantly fluid. It is critical to remember that regardless of what the MPCOA and MDCOA are, if it appears that they are beginning to intersect, then you are at a bang moment.

Once a cluster of three or more anomalies are reached then decision must be made. Consider the most probable outcome and the most dangerous, and if it looks like they are about to intersect then you are approaching a life changing event.

Another way to conceptualize COA development is to think of on ramping to a highway. Imagine there is a tractor trailer truck in far right lane that you will be merging onto. Depending on your speed, capability of your vehicles engine, the other drivers, and the tractor trailer will determine whether you end up in front of it, behind it, or you run into it.

LIMITATIONS AND CAPABILITIES

For most, threat recognition and tactical decision-making can be boiled down to “situational awareness.” The widely accepted understanding of situational awareness is the “perception of elements in the environment within a volume of time and space, the comprehension of their meaning, and the projection of their status in the near future” (Endsley, 1995). Truly keeping one’s head on a swivel is physiologically and psychologically demanding.

That is just survival; you also must be able to work in concert with other team members and effectively communicate. Much more sophisticated than “if you see something, say something,” the 21st Century Public Service Professional must possess situational awareness and understanding to face today’s challenges effectively.

A much more complete way to look at that level of communication is to answer; what do you know, who needs to know, and if you have told them yet. If those requirements can be satisfied, then the minimum has been met to “shoot, move, and communicate,” as it were. The beginning starts with where and how the information is coming from.

The Eye

Predominantly the majority of our decisions are based on visual information. Like any piece of equipment, it is essential to understand our visual limitations and capabilities. The eye has a periph-

eral field geared toward light, motion, and edges and a narrower functional field of view (FFoV) that picks up on detail. This FFoV is narrower for men versus women (6° and 11° respectively) but is fluid and now known to narrow in the perception of a threat or weapon (Crundall et al., 1999; Harada et al., 2015; LaBerge, 1983).

Additional external factors, such as lighting conditions, can significantly impact the quality of input an observer receives visually. The reality is that you do not see with your eye; you see with your brain (Bar, 2004; Hoffman, 2015).

which we call the “Combat Cocktail,” which can severely impact decision-making, causing an over-escalation in force or a total failure to act.

The Brain

Understanding that our cognitive reality is determined physiologically and psychologically by our brain, specifically geared toward our personal survival, is critical. There are three main parts in the “triune” brain with particular functions (Holden, 1979; MacLean, 1973). The brain stem is responsible for the central nervous system and autonomic function. The cerebellum governs gross motor skills, balance, and locomotion. The cerebrum, the newest and most prominent part of our brain, handles cognitive function and generally houses our pre-frontal cortex (PFC) and our limbic system or the four Fs; feed, fight, fornicate, and flee (Kahneman, 2011).

The limbic brain comprises the hippocampus or “mental Rolodex”, the amygdalae or “ADT” security system for the brain, and the hypothalamus, which regulates temperature and provides a warning through heat. If you have ever felt “hot under the collar” or “heated up” because you were angry, that is an excellent example of the hypothalamus. At this point, a whole host of chemicals from the amino acid Tyrosine become introduced called Catecholamines. They can elevate heart rate, increase oxygen exchange, speed up synapses, and even cause the urge to urinate or defecate. Too many of these chemicals can cause catecholamine toxicity,

There are additional factors, such as channel capacity and sequencing issues, and the effects of change blindness and adaptation. It is the combination of inattentional blindness and diminishing sensory response that causes complacency; it is not usually intentional. And then, there is cognitive bias, which is unconscious errors in your thinking that can cause you to misinterpret your world, affecting your decision-making (Ruhl, 2022).

THE SIX LAYERS OF HUMAN BEHAVIOR

Considering all the human factors that can affect our decision-making may feel very defeating. There are whole classes built just to understand how issues such as bias can impact our daily decisions. With over 180 documented forms of bias, that proposition can be maddening in itself. This is where the B+A=D Algorithm and the Six Layers are beneficial. The Six Layers are the rapid and systematic observations we use to establish the baseline and proactively search for anomalies to begin our decision-making process.

It is important to remember you do not have to identify the layers in any particular order, and you sometimes may only need one to start your decision-making process. But, once you reach a rule of three, you MUST act according to policy and procedure and follow legal, moral, and ethical frameworks.

Heuristics

Heuristics is a “tactical shortcut” where we use just enough information to draw or form a reasonable conclusion. We use heuristics every day to make sense of our environments. If you have ever used the phrases, “It looks like… It seems like…” or “It

FIGURE 6 - THE EYE

The three main parts of the eye are the pupil (lens), the iris (the aperture), and the sclera which aids us in non-verbal communication.

CREDIT: Adobe Stock

FIGURE 7 - THE TRIUNE BRAIN

According to Maclean (1973) the brain is made up of three main parts which develop starting with the brain stem, onto the cerebellum, and finally the cerebrum which is the newest and largest part of the brain.

CREDIT: Adobe Stock

appears to be…” then you have made a heuristic match.

persons of interest (HVI/POI indicators). First and foremost, officer wellness and safety are a concern. Since public servants are the majority call-for-service professions, there is no natural way to get around being in dangerously close situations. This is why defensive tactics and martial skills are essential. Because of our understanding of the reactionary gap or latency, we understand that action beats reaction even when there appears to be tactical dominance, such as a suspect in the prone position (Lewinski et al., 2016; Proctor & Schneider, 2018).

Besides immediate threats, proxemic behaviors can tell much about the relationship, affiliation, or affiance between one person and another. This can also extend to groups of people and items or artifacts. With enough sustained observation, it can be determined if there is leadership or status within a group of individuals using the M.A.D.E. acronym (mimicry, adoration, direction, or entourage). This can be determined regardless of formal power or informal power.

Geographics

Heuristics so can be so strong that you may feel your lie is in danger when it is not. Contemporary examples of bad heuristics are the cases of Amadou Diallo, Stephon Clark, and Tamir Rice.

CREDIT: Shutterstock

It is important to note that “bad heuristics” may look like one thing but end up being another. Good examples are the cases of Amadou Diallo or Stephon Clark, where there appeared to be a weapon system present, but in reality, it ended up being a wallet or a cell phone (California Office of Attorney General, 2019; Goldman, 2000). This is why a cluster of cues should be established.

Proxemics

What could be the MPCOA and MDCOA for this interaction based on the proxemics and heuristics? CREDIT: Lynn Westover

Proxemics is the understanding of human behavior within personal space. In HTMBPR, we look at proxemics in three parts; proximity negates skill, interpersonal relationships, and high-value individuals/

Geographics is the understanding of human behavior within geographic locations. This is not a terrain analysis based on physical features. For example, a training facility may have a sign that says “Academy.” Still, the behavior of the administrators, instructors, and students makes it a learning facility.

Geographics are broken into three main parts: natural lines of drift, habitual areas, and anchor points. Natural lines of drift are paths of least resistance, such as game trails. Habitual areas are like two-way streets where anyone can come or go as they please, like a coffee shop. Anchor points are one-way streets where only specific individuals feel comfortable coming or going. This can be based-

FIGURE 8 - A BAD HEURISTIC

FIGURE 9 - THE HERAT HANDSHAKE

FIGURE 10 - NATURAL LINES OF DRIFT, FAMOUS DAVE’S BBQ

The sidewalk and patio for the front entrance of Famous Dave’s BBQ in Portland, Oregon is meant to direct people around the landscaping. People, just like animals, are driven by their four Fs and walk straight through the planter creating a natural line of drift.

CREDIT: Lynn Westover

on behavior or status, and these locations can be intermingled.

For example, the public beach is a habitual area, but the moment you and your significant other place your towels on the sand, you create an anchor point.

Biometrics

Biometrics is the autonomic physiological response to external stress or stimuli that cannot be controlled. The root meaning of biometrics is life measurement. Examples include blood, sweat, tears, skin cells, hair, blood type, DNA, fingerprints, retinal scans, blood alcohol level, pupil dilation, horizontal gaze and nystagmus (HGN), lack of convergence, and a histamine cross, just to name a few.

ways is there to tell someone to slow down or stop without saying a word? While earning a doctorate in this field alone is possible, human beings have been reading body language intuitively for thousands of years.

This course focuses on three key areas to identify cues: the eyes, hands, and feet. As we learned earlier with the FFoV, a person’s field of view tells you what is most important to them visually. The hands and the feet are furthest away from the conscious cognitive brain. Because of the volume of information that people display and the possibility for individual and cultural idiosyncrasies, baseline establishment for the individual is essential, the clustering of cues from the other layers, and culture is taken into context.

For example, a histamine cross can be manifested behaviorally in one of three ways, anger, embarrassment, or physical exertion. Say during a health and welfare check at a home that the male occupant, who has been pretty relaxed and calm, suddenly turns red in the face in conjunction with aggressive posture and elevated voice; it is a relatively safe conclusion that something has upset him. Observations like this could provide incite for time to apply de-escalation strategies, tactical disengagement, or crisis intervention (CIT).

Kinesics

Kinesics is the understanding of body language or paralanguage. Body language is communication through body movements such as gestures, postures, positions, and distance that is conscious but often subconscious that can be in conjunction with spoken word (Hedwig Lewis, 2012).

Paralanguage is the nonlexical component of speech, including intonation, pitch, speed, hesitation noises, gestures, and facial expressions. As the saying goes, it is not just in what you say but how you say it. For example, how many different

CONCLUSION

The Six Layer Concept is designed to leverage a deep understanding in human factors and behavior to apply the knowledge, skills, abilities, tools, and resources available to any law enforcement, first responder, military, or security professional. Like any skillset tactical threat recognition requires routine maintenance and training. Applying the B+A=D Decision-Making Algorithm in conjunction with the Six Layers of Human Behavior for baseline establishment and anomaly identification will bolster legacy best practices and increase the efficacy of emerging technologies.

FIGURE 11 - ANDERS BREIVIK CONVICTED OF MURDER

Anders Breivik smiling just before his sentencing and the immediate histamine cross, indicating his anger and emotional state after his conviction. CREDIT: Liverpool Echo

FIGURE 12 - THE LOOK IN HIS EYES

Predatory looks and mission focus can allude to a lot, either intent or mental health instability. Maurice Clemmons displayed such a look when he walked into the Forza Coffee in Lakewood, WA before he murdered four Lakewood Police Officers. If you haven’t seen it yet, you will know it when you do. CREDIT: NPR

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NOTES

HUMAN TERRAIN MAPPING AND BEHAVIOR PATTERN RECOGNITION

Law Enforcement Conference Workshop

CURRICULUM OVERVIEW

• Understanding the physiological and psychological effects on the human brain as a starting point for behavior pattern recognition.

• Enhanced decision making without the influence of cognitive bias.

• Criminal Behavior vs. Terrorist Behavior

• Situational Awareness and how it applies to observation, reporting, communication, and articulation.

• Using the Six Layers of Human Behavior to promote advanced critical thinking.

VI LAYERS OF HUMAN BEHAVIOR

• Heuristics

• Proxemics

• Geographics

• Atmospherics

• Biometrics

• Kinesics

HOW DO WE REALLY SEE?

PRE-FRONTAL CORTEX VS. LIMBIC SYSTEM

AMYGDALAE

• The brain’s warning system tied directly to the senses;

• Sights, sounds, tastes, and smells (the sense of smell being the strongest)

• Controls the adrenal cortex and activates the Hypothalamus.

HYPOTHALAMUS

• Temperature regulation, cooling through sweat

• Can be a biometric cue for fight or flee

• Warning through heat

THE INVERTED “U” AND COOPERS COLOR CODE

White – Readiness is non-existent (same as if sleeping, reading a book, or otherwise without any perception of surroundings or movements within them).

Yellow – Readiness is aware, but unspecific. The individual is aware of their surroundings and making sense of anomalies.

• Orange – Readiness is a specific alert. The individual is aware of any activity or person within his surroundings which presents a threat.

Red – Readiness to face danger. Fight mode. The individual is aware of a specific immediate threat, this can result in use of deadly force.

• Black – All stop. This is a psychological and physiological state where the individual is incapable of action. Commonly referred to as OBE (Overwhelmed by the Event).

ATMOSPHERICS

Subtle changes in the baseline or “mood” such as; trash, bullet holes, rubble, graffiti, and traffic.

BIOMETRICS

Life measurement, physiological responses to external stimuli/stress. Cannot be controlled or manipulated.

KINESICS

Physical manifestations and gestures stemming from biometrics. Body language and paralanguage.

We have over 50 years of defense, intelligence, and law enforcement experience and our staff is comprised of seasoned professionals with diverse experiences and backgrounds.

Our Focus

We equip officers with training in human behavior for advanced critical thinking and real-time decision making.

Reduction of liability for individuals and agencies, increasing survivability while building community rapport and legitimacy.

Cognitively real training for threat recognition and the articulation of decisions that aligns with legal, moral, and ethical frameworks.

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RESOURCES

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