VIOLENCE IN THE VIOLENCE IN THE WORKPLACEWORKPLACE

Deer Oaks Mental Health AssociatesDeer Oaks Mental Health Associates

Why is this particular trainingWhy is this particular trainingsegment necessary?segment necessary?

VViolence in the workplace is a growing, serious iolence in the workplace is a growing, serious threat.threat.

Homicide in the workplace is the fastest growing Homicide in the workplace is the fastest growing form of murder in the United States today.form of murder in the United States today.

Workplace violence was the second leading cause Workplace violence was the second leading cause of occupational death of men and the leading cause of occupational death of men and the leading cause of death for women under 18.of death for women under 18.

Non-fatal workplace assaults result in a significant Non-fatal workplace assaults result in a significant loss of productivity.loss of productivity.

It is crucial to recognize early warning signs. It is crucial to recognize early warning signs.

Defining Workplace Violence 1Defining Workplace Violence 1

Workplace VWorkplace Violence iolence consists of more than justconsists of more than just physical physical assaultassault. It refers to . It refers to any act in which a person is abused, any act in which a person is abused, threatened, intimidated or assaulted in his or her threatened, intimidated or assaulted in his or her employmentemployment, including, including::

TThreatening behaviourhreatening behaviour - such as shaking fists, destroying - such as shaking fists, destroying property or throwing objects. property or throwing objects.

VVerbal or written threatserbal or written threats - any expression of an intent to - any expression of an intent to inflict harm.inflict harm.

VVerbal abuseerbal abuse - swearing, insults or condescending - swearing, insults or condescending language. language.

PPhysical attackshysical attacks - hitting, shoving, pushing or kicking. - hitting, shoving, pushing or kicking.

Defining Workplace Violence 2Defining Workplace Violence 2

Workplace VWorkplace Violence iolence also includesalso includes::

HHarassmentarassment - any behaviour that demeans, embarrasses, - any behaviour that demeans, embarrasses, humiliates, annoys, alarms or verbally abuses a person and humiliates, annoys, alarms or verbally abuses a person and that is known or would be expected to be unwelcome. This that is known or would be expected to be unwelcome. This includes words, gestures, intimidation, bullying, or other includes words, gestures, intimidation, bullying, or other inappropriate activities. inappropriate activities.

Rumours, swearing, pranks, arguments, property damage, Rumours, swearing, pranks, arguments, property damage, vandalism, sabotage, theft, psychological trauma, anger-vandalism, sabotage, theft, psychological trauma, anger-related incidents, rape, arson and murder are related incidents, rape, arson and murder are alsoalso examples examples of workplace violenceof workplace violence..

Defining Workplace Violence 3Defining Workplace Violence 3

The National Institute of Occupational Safety The National Institute of Occupational Safety and Health (NIOSH) defines workplace and Health (NIOSH) defines workplace violence as:violence as:

““A physical assault, threatening behavior or A physical assault, threatening behavior or verbal abuse occurring in the work setting.”verbal abuse occurring in the work setting.”

Why Prevention is ImportantWhy Prevention is Important

- The only acceptable strategy for dealing with - The only acceptable strategy for dealing with this problem is the proactive strategy of this problem is the proactive strategy of preventionprevention..

- The human and financial costs of workplace - The human and financial costs of workplace violence are so steep that preventing it from violence are so steep that preventing it from happening in the first place should be a major happening in the first place should be a major priority for managers at all levels.priority for managers at all levels.

- The bottom line of this particular training - The bottom line of this particular training session can be summarized as follows --session can be summarized as follows --

Bottom Line…Bottom Line…

Don’t Wait for Violence To Occur:Don’t Wait for Violence To Occur:

PREVENT IT!PREVENT IT!

Training ObjectivesTraining Objectives

1.1. Identify potential warning signs.Identify potential warning signs.

2.2. Know what to do in violent situations.Know what to do in violent situations.

3.3. Develop key strategies for prevention.Develop key strategies for prevention.

1. Identifying Early Warning Signs1. Identifying Early Warning Signs

Any significant change in behavior or attitude Odd, bizarre, offensive, or unusual behavior Threatening behavior (verbal or non-verbal) Hostile or degrading remarks Actual threats to do physical harm Shoving and pushing; bullying and browbeating Sexual or non-sexual harassment Destruction of property Display or use of weapons Stalking

Who may be at risk?Who may be at risk?

Anyone may be at risk for workplace violence. But the risk is greater for those whose job requires them to deal with the public and/or to handle money, such as:

Government Workers Convenience Store Operators Social Services Personnel Law Firm Personnel Police Officers Prison Guards Teachers Persons Associated with Women’s Shelters

Profile of the “Ticking Bomb” “Ticking Bomb”

A potentially dangerous employee projects all the responsibility for his or her anxiety to the employing agency & the people associated with it.

May be suffering from mental illness. The “Ticking Bomb” goes through a period of

internal conflict which may last from a few hours to several months.

Eventually the person decides on violence as the violence as the only available alternative.only available alternative.

Then the bomb explodes – sometimes destroying Then the bomb explodes – sometimes destroying others as well as him/herself in the process.others as well as him/herself in the process.

Profile of The “Violent Offender”“Violent Offender”

Usually a white male, aged 30-40Usually a white male, aged 30-40 Has lost, or soon to lose jobHas lost, or soon to lose job Identity usually tied to the jobIdentity usually tied to the job History of “people problems”History of “people problems” Usually a lonerUsually a loner Difficulty accepting authorityDifficulty accepting authority Blames others for his/her problemsBlames others for his/her problems Recent and significant changes in behaviorRecent and significant changes in behavior Possible drug/alcohol abuse problemPossible drug/alcohol abuse problem

The “Violent Offender”“Violent Offender” (cont’d)

Threatens employees/supervisors Fascination with weaponry History of depression, paranoia, violence Talks about past incidents of violence Works for a company with an authoritarian

style of management Statements indicating identification with

perpetrators of workplace homicide

More Early Warning Signs

Levels of ViolenceLevels of Violence“1st Level”“1st Level”

Individual refuses to cooperate with immediate supervisor

Spreads rumors and gossip to harm others Consistently argues with co-workers Belligerent toward customers Constantly swears at others Makes unwanted sexual comments

Levels of ViolenceLevels of Violence“2nd Level”“2nd Level”

Argues increasingly with everybodyArgues increasingly with everybody Refuses to obey company policiesRefuses to obey company policies Sabotages/steals property for revengeSabotages/steals property for revenge Communicates threats – directly or indirectlyCommunicates threats – directly or indirectly Writes violent notes to co-workersWrites violent notes to co-workers Becomes sexually inappropriate with co-Becomes sexually inappropriate with co-

workersworkers Sees self as a “victim”Sees self as a “victim”

Levels of ViolenceLevels of Violence“3rd Level”“3rd Level”

Suicidal threatsSuicidal threats Physical fightsPhysical fights Destruction of propertyDestruction of property Use of weaponsUse of weapons Commits murder, rape, and/or arsonCommits murder, rape, and/or arson

Frequent displays of anger resulting in:

2. What to do In Violent Situations

If you notice early warning signs…

1. Closely observe and document the behavior.

2. If you are reasonably certain there is a problem, immediately notify your supervisor of your concerns.

3. Have the supervisor meet with the employee and discuss the situation.

4. Consult with your senior management.

5. Contact the Police, if necessary.

If the situation escalates into violence

Remain calmRemain calm. It is difficult to think clearly . It is difficult to think clearly and react helpfully when your stress level and react helpfully when your stress level is too high.is too high.

ImmediatelyImmediately contact the Police and contact the Police and supervisor.supervisor.

As As quicklyquickly as possible, make sure that as possible, make sure that yourself and other employees are safe.yourself and other employees are safe.

Don’tDon’t try to be hero – your survival is more try to be hero – your survival is more important to those who love you. important to those who love you.

Coping with the Aftermath of Violence

Acknowledge truthfully the physical and emotional impact the incident has had on all employees.

Don’t minimize the impact of the event. Some employees may require psychological

counseling or support. Plan for a debriefing of the event (CISD). Schedule Critical Incident Stress Debriefing

(CISD) between 24 and 72 hours post-incident for individuals experiencing trauma.

If the Unthinkable Occurs...

o Crisis Intervention and DebriefingCrisis Intervention and Debriefingo Dealing with Law Enforcement and MediaDealing with Law Enforcement and Mediao Trauma Counseling for EmployeesTrauma Counseling for Employeeso Employee Assistance ProgramEmployee Assistance Programo Post Traumatic Stress Symptoms Post Traumatic Stress Symptoms

RecognitionRecognitiono Preventing Post Traumatic Stress SyndromePreventing Post Traumatic Stress Syndrome

Critical Incident Plan!

3. Important Strategies for Prevention

Define Policy of PreventionDefine Policy of Prevention

MMost important component of any workplace violence ost important component of any workplace violence prevention program is management commitmentprevention program is management commitment..

Management commitment is best communicated in a written policy. The policy must: • Be developed by management and employee representatives

• Define workplace violence in clear, precise language

• Provide clear examples of unacceptable behavior

• State management’s commitment to prevention of violence

• Encourage reporting of all incidents of violence

• Assure employee confidentiality of reporting

• Outline procedures for investigation and resolution.

What Can You Do About It?What Can You Do About It?

Train employees to observe/report Employees must be aware of and pay attention to

early warning signs Nail down reporting procedures Employees should be commended, not punished

for reporting possible dangers Conduct thorough pre-employment background

investigations of all potential employees Interview subject (if necessary)

If you identify a Potentially Violent Employee, what should you do?

The action you take will depend upon the facts of the situation. Options for potentially violent employees include:

Referral for professional counselingReferral for professional counseling Referral to the company’s Employee Referral to the company’s Employee

Assistance ProgramAssistance Program Appropriate Disciplinary ActionAppropriate Disciplinary Action Notify PoliceNotify Police

Caution !Caution ! Approach this area with a great deal of Approach this area with a great deal of

sensitivity.sensitivity. A “siege” mentality and employee morale A “siege” mentality and employee morale

problem can develop quickly if arbitrary problem can develop quickly if arbitrary accusations of “potential” violence are made.accusations of “potential” violence are made.

Unfounded accusations of this nature can ruin Unfounded accusations of this nature can ruin careers and destroy reputations.careers and destroy reputations.

CAVEATCAVEAT

Be fair!Be fair! Be discreet!Be discreet! Be low key!Be low key! Don’t overreact!Don’t overreact! Avoid racial stereotyping!Avoid racial stereotyping! Be aware of effect on workplace morale!Be aware of effect on workplace morale!

NO WITCH HUNTS!NO WITCH HUNTS!

TRAIN TO PREVENT!TRAIN TO PREVENT!

CONGRATULATIONS!!!CONGRATULATIONS!!!

You now have a better understanding of You now have a better understanding of dealing with potential issues associated with dealing with potential issues associated with violence in the workplace. Good luck!violence in the workplace. Good luck!

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