Managing

Threats of

Violence:

Best Practices

Using EAP in

High-Risk

Situations

Matt Verdecchia, MS, CEAP

Senior Trainer/Organizational Development,

EAP+Work/Life Services

Matt has more than 30 years of experience in the

behavioral health field and focuses on the

development and delivery of training programs at

all organizational levels, risk assessment and

consultation, and mediation.

1

Purpose of this Presentation

Make you fully

aware that no one

is immune to acts

of violence

Minimize

the probability

of violence

occurring

Provide

some basic

diffusion

techniques

2

Goal:

Not to resolve violence, but minimize the risks

through Prevention and Education.

3

Statistics & Factors

5

6

7

8

Women will

leave an abusive

relationship at least

7 timesbefore they

leave for good.

9

Women will

leave an abusive

relationship at least

7 timesbefore they

leave for good.

.

10

Women will

leave an abusive

relationship at least

7 timesbefore they

leave for good.

.

11

Women will

leave an abusive

relationship at least

7 timesbefore they

leave for good.

.

12

Women will

leave an abusive

relationship at least

7 timesbefore they

leave for good.

.

External Factors

• Fragmentation of family structure

• Easy access to weapons

• TV/media

• Society

• Drug/alcohol abuse

• Unstable economy

• Domestic disputes that spill over to the workplace

• “Multi-culturalism”

13

Internal Factors

• Layoffs/downsizing/insensitive terminations

• Rigid management styles

• Workplace stress

• Lack of individual responsibility: Employee

does not feel as valued as their output

• Feeling of “not being heard or understood”

• “Multi-culturalism”

• Office romances

14

All of these factors can

lead to stress,

which raises the

probability of

violence occurring

15

16

Why Don’t People/Employees Report

Suspicions?

• Fear of becoming a target

• Fear of retaliation

• Don’t want to get involved

• Feel they won’t be supported

Why Don’t We See What is in Front of Us?

• Can’t believe or refuse to believe what they are seeing

• Minimize the risk

• Don’t want to appear “silly; stupid, over-reacting…”

We must become more aware of our surroundings and of things that:

LOOK OUT OF PLACE

17

Who Poses a Risk ?

• Disgruntled employees

• Domestic disturbance

• Delusional person (Untreated Emotional Illness)

• Random individuals or groups not (always) associated with

organization

• HOWEVER…The majority of Active Shooters historically have been

current of former employees or students

• See something…Say something

18

Early Warning Signals

• Non-verbal cues (e.g., clenched fist, white knuckles)

• Fascination with weapons/guns

• Excessive interest in (and fascination and understanding of)

tragedies (e.g., Oklahoma City bombing)

• Conditional or hidden threats

• Feelings of being victimized/paranoia

• New or increased source of stress at home or work

19

Warning Signals

• Throwing/kicking/punching/screaming (at things)

• Crying excessively at work

• Domestic disputes

• Office romances

• Poor interpersonal relationships

• Drug and alcohol abuse

20

• Direct threats

• Physical Altercations

• Escalation of early indicators/earning signals

(time/duration/intensity)

REMEMBER: Violent individuals exhibit a pattern of behavior over a

period of time. They thrive on making others uncomfortable

Their whole reason for existing and self esteem is dependent on the

job

“No Brainers”

21

Remember One Thing About Threats

A THREAT ……

IS A THREAT ……

IS A THREAT!

22

It’s OK to be angry!

23

Diffusion Techniques

Diffusion Techniques:

Personal Conduct to Minimize Violence

• Be an empathetic listener

• Focus your attention on

the other person

• Maintain a relaxed yet

attentive posture

• Ask for small favors

• Establish ground rules

• Use delay tactics

• Be reassuring and point

out choices

• Ask for his/her recommendations

• Arrange yourself

25

Characteristics of a Supportive Supervisor

• Frequent communications

• Clearly-defined expectations

• Reaches out for support

• Informs HR/Security

• Seeks assistance from Health Advocate

• Follows up

26

Characteristics of a Non-Supportive

Supervisor

• Demeaning

• Uses sarcasm

• Demoralizing

• Looks the other way

• Friendship overrides supervision

• Handles issues by themselves

27

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Questions to ask yourself before confronting

a potentially violent employee

• Are all contingency plans in place?

• Do we have a back-up plan?

• What job action do we want to use

with the employee?

• Who else do I need to partner with

before taking action (i.e. HR, EAP,

Security)

• Where will the intervention

take place?

• When will the intervention

take place?

• Who else will participate in the

intervention?

• What is my “gut feeling” about this

person acting out?

• Am I comfortable with the plan

of action?

29

What Resources are Available?

• Your intuition

• Threat Assessment

Team (TAT)

• Peers

• Human Resources

• Security

• Health Advocate

• Domestic Violence Center

• WorkPlacesRespond.org

• 911

• Other

30

Planning, Resources

& Expectations

Action Plan

• Do you have a violence policy that addresses threats?

• Domestic violence?

• Resources (internal and external)?

• Consequences?

• Do you have awareness materials posted throughout the organization

(i.e. hotline numbers in restrooms)?

32

Prepare a Response Plan

Work with management to:

• Analyze past incidents

• Assess the potential for violence

• Assess preparedness

33

Questions & Answers

Thank youMatt Verdecchia, MS, CEAP

Senior Trainer/Organizational Development

EAP+Work/Life Solutions

484-885-2611

mverdecchia@healthadvocate.com