The chapter first discusses the complexity of the policing environment in Great Britain due to policing efforts to provide community policing responses to a spectrum of risks; protecting communities; and dealing with institutional failure, blame, and racism. The complexity of policing is aggravated by two dimensions of critical incidents in the context of policing: "emotional intelligence" and "wicked problems.” "Emotional intelligence" pertains to police management of emotional stress associated with responses to critical incidents; and "wicked problems" are inherent in the dehumanizing and extreme victimization characteristics of critical incidents. A discussion of the structures for responding to critical incidents focus on the responsibilities of first responders, middle managers, and chief officers, all three levels interact in the management and investigation of the critical incident. Key management tools highlighted are family liaison officers, community impact assessments, risk assessments, management structures, decision logs, and debriefing. The chapter concludes with a discussion of how to prepare teams and individuals to investigate and manage critical incidents. The attributes and skills that facilitate the management of critical incidents are listed in the chapter. 5 notes and 37 references