Don H' Wilson

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Don H. Wilson Manager, Security
Operations 972.205.8788
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VIOLENCE IN THE WORKPLACE
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Introduction

• Is there a need for concern? ? You be the
  judge!
• workplace violence update
• Course objectives ? Supervisor awareness
• Why does this happen? ? Anatomy of workplace
• violence
• The profile ? Warning signs
• Prediction and prevention ? Potential
  triggering
• situations
• Prevention guidelines ? Recognize and deal
  with
• potentially violent people
• Defusing techniques ? Training and practice

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Is There Need For Concern? You be the Judge

• Homicide is the leading cause of death in the
  workplace for women it is the 2nd leading cause
  for men.
• During the decade of the 1990s, there have been
  numerous incidents of multiple homicides in the
  workplace.
• Workplace homicide is the fastest growing type of
  homicide in America. Homicide accounts for over
  17 of all deaths in the workplace (department of
  labor report).
• Violence results in over 1000 deaths on-the-job
  annually. Less than one-half of all nonfatal
  violent workplace crimes are reported to the
  police and less than 25 of rapes and sexual
  assaults (U.S. Department of Justice report
  7/29/98).
• Violence in the workplace leaves many survivors
  with both physical and emotional scars.

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Workplace Violence Update

• A Department of Justice (DoJ) report released
  28 July 1998, states
• More than 2 million U.S. Residents are victims
  of a violent crime while at work. Ten percent
  (10) of these violent workplace crimes involve
  offenders armed with handguns.
• The 1998 DoJ National Criminal Victimization
  Survey
• Reported the following statistics of workplace
  violence
• 1.5 million simple assaults
• 51,000 rapes or sexual assaults
• 84,000 robberies
• 396,000 aggravated assaults
• 40 of nonfatal victims knew their offenders
• Women are often victimized by someone they
  know
• Male victims outnumbered females 2 to 1
• Male 66.8 Female 33.2
• 70 were between the ages of 25 and 49

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Course Objectives

• Recognize potential crisis situations
• Understand the seriousness of crisis situations
  in todays workplace
• Understand your role as a manager for preventing
  and dealing with crisis situations
• Discuss potential crisis triggering actions
• Learn some prevention, defusing and containing
  techniques
• Develop your own crisis plan/procedures
• The following are available to help you
• Human resources
• Employee Assistance Program
• Security
• Legal
• Be familiar with Corporate Violence Management
  Policies and Procedures
• 32-9075-110 dated 1 May 1998

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Why Does This Happen?

• Some people simply perceive murder as one of
  their options when they feel frustrated.
• Other factors include
• Job losses
• Authoritarian management
• Feelings of dehumanization
• Stress
• Two root factors are suggested
• Feelings of increased vulnerability that workers
  and managers now experience. For example, over a
  million supervisors and managers alone have lost
  their jobs due to corporate downsizing or mergers
  in the last 15 years.
• Increased willingness of people to use violence
  to deal with emotions and problems.

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Why Does This Happen?
CONTINUED

• The killer wants to make a final statement and go
  out in a blaze of glory. The ultimate
  motivation is the same -- having control over
  other people when they dont have control over
  their own life.
• Most who resort to violence have learned, at home
  or society, that aggressive behavior is an
  acceptable, sometimes preferable, way of coping
  or attaining their goal.

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Anatomy of Workplace Violence

• Usually results from real or perceived
  frustrations pushed beyond limits
• Rarely strikes without warning
• Supervisors and co-workers are usually aware of
  unusual behavior on the part of the subject
• Stress has always been around, but earlier
  generations had reliable support systems in
  family, church and community
• Media coverage reinforces and sensationalizes
  these acts. Publicity is one of their
  fundamental needs... The need for recognition

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Anatomy of Workplace Violence
CONTINUED

• Often excuse such behavior stating Thats just
  Joe, or dont want to get involved
• Violence traumatizes employees and others who
  were impacted
• Always interrupts the normal workflow of a
  business. It often requires a business to move
  or close
• A major reason given for these types of crimes
  being on the rise is and increasing acceptance of
  violence in movies, cyber games, television, and
  the news media
• The 1993 film, Falling Down starring Michael
  Douglas depicts an employee who, when terminated,
  seeks vengeance.

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The Profile

• Most people who commit violent crimes in the
  workplace fit the following profile
• Caucasian male - often a loner with no family or
  friends for a support system. Their job is often
  the only connection to others. Losing it is a
  major psychological loss (82.9 of offenders are
  males and 14.1 are female).
• Age 30 to 56 - a person in his twenties often
  rationalizes the loss of a job as an opportunity
  to find a better one. A person who has displayed
  violence-prone behavior views the job loss as
  another act against him by those in power.
• Migratory job history - poor attitudes towards
  supervisors and co-workers. Disregard of company
  policies contribute to frequent job changes. A
  person who continually tests the system or
  challenges the rules.

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The Profile
CONTINUED

• Chronically disgruntled
• Sees unfairness and injustice all around him.
  Externalizes blame
• Believes his troubles are always someone elses
  fault
• Does not accept responsibility for his own
  actions
• Has violent influences and fantasies
• Likes violent TV shows and movies
• Often reads magazines such as Soldier Of
  Fortune that help validate violent attitudes
• Is often a weapons collector and fascinated by
  weapons and/or explosives
• Associates with others who have similar values
• Threatens and intimidates co-workers
• Absent or tardy frequently
• Shows disregard for company policies and rules
• Often abuses drugs and/or alcohol

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The Warning Signs!!

• Management should be on the alert for employees
  who
• Makes threats (even vague threats) about revenge
• Has trouble with authority
• Confront co-workers
• Will not conform to rules
• Becomes increasingly irritable
• Exhibits paranoid behavior
• Lists slights against them in a notebook
• Recounts these perceived slights at every
  opportunity
• Are inordinately litigiousIll see you in
  court
• Lacks sentimentality
• Expresses an inordinate interest in weaponry and
  violence
• Lacks emotional control or exhibits symptoms of
  emotional illness
• Displays sudden, unusual and/or excessive use of
  alcohol or drugs

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Prediction and Prevention

• The tragic accounts of workplace violence brings
  to the surface many complex questions about the
  circumstances and events that result in such acts
  at work.
• The most important questions are
• Is it possible to predict who will commit an act
  of violence at work?
• What can be done to prevent such violence?
• Mental health researchers generally agree that it
  is very difficult to predict behavior. They do
  agree past behavior can best predict what future
  behavior will be. Employers should be alert to
  violence prone situations. Reduce risk by being
  sensitive to issues that increase the risk.
• Previous patterns of temper outbursts,
  intimidation and threats are often common to
  violence prone individuals. First-line
  supervisors are usually aware and need to seek
  help for the employee before these actions
  escalate and become dangerous...

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Potential Triggering Events

• Social trends
• Management style and labor relations
• Terminations for cause
• Reductions, mergers and acquisitions (change)
• Stress and emotional disorders
• Merit reviews/performance reports
• Poor management communication (rumor control)
• Contract proposal efforts
• Personal and family problems
• Drug or alcohol dependency

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Violence Prevention Guidelines

• Know how to use state laws to prohibit certain
  forms of threats at work and at home.
• Write and use company policies to deal with
  direct and veiled threats of violence. Brief new
  hires on No Tolerance Policy for such actions
  as threats, coercion, stalking, telephone or
  email harassment.
• Do not ignore employees job stress or perceived
  grievances. Offer help, use Employee Assistance
  Program (EAP). Seek help from Human Resources
  (HR) and Security.
• Problem employees should be reprimanded
  immediately for their infractions. If an
  individual gets away with temper outbursts or
  disruptive behavior, it will increase their sense
  of entitlement or empowerment. They will
  continue such behavior and it may become more
  disruptive and violent.
• Encourage employees to report unusual or
  disruptive behavior in the workplace. Government
  cleared facilities have an adverse reporting
  requirement in the National Industrial Security
  Program Operating Manual (NISPOM para1-302).

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Violence Prevention Guidelines
CONTINUED

• Screen job applicants - during the pre-employment
  interview, applicants should be asked to describe
  prior supervisors (best/worst and why). May
  express perceived provocations and personal
  assessments. Ask for examples of previous job
  accomplishments they are proud of and failures
  (helps to determine their perception of a work
  environment).
• Supervisors should be trained on how to detect
  and correctly respond to potentially violent
  situations. Supervisors are often frightened of
  their subordinates. Prepare them for possible
  confrontations by coaching.
• Know who can help HR, Security, Medical, EAP,
  local law enforcement.
• Know how to make a supervisory EAP referral. EAP
  can provide an employee access to a professional
  venting system and the employee can learn better
  stress reducing and coping skills.
• Take threats seriously - report them to your
  senior management, HR and Security.

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Recognizing

• How to recognize and deal with potentially
  violent people
• Screen job applicants and conduct pre and post
  hire inquires
• Know company policy on handling intimidation and
  threats
• Brief all new hires that your company has a no
  tolerance policy for threats or violence in the
  workplace
• Encourage employees to report unusual - bizarre,
  threatening, or disruptive behavior
• Be sensitive to body language
• Facial gestures
• Tone of voice

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Recognizing
CONTINUED

• Individuals who confront authority or ignore
  policy and procedures
• Behavior profiles
• Past aggressive behavior
• Criminal record
• Sudden changes in behavior
• Temper tantrum
• Emotional outbursts
• Review termination/reduction lists in advance to
  detect a possible problem employee (avoid, defuse
  or contain problem)
• Train supervisors through role playing in
  supervisory courses

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Diffusing Techniques

• Be sensitive to job and personal
  stress/grievances.
• Develop verbal skills to assist employee(s) - use
  their first name
• Ask why individual is upset (know in advance if
  possible)
• Be a good listener and focus on their problem(s)
• Be sincereensure your body language and gestures
  agree
• Take the time necessary (dont rush or clock
  watch)
• Suggest a fresh air break to reduce tension
• Let them talk - dont interrupt their venting

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Diffusing Techniques
CONTINUED

• Use a calm, civil tone of voice and require same
• Offer to help resolve problem (real or perceived)
• Disarm office and develop signals to indicate
  when you need help (beeper) telephone, etc.
• Have a EAP guide in your office and know how to
  refer an employee
• Learn how to respond to stressful situations and
  keep cool
• Be familiar with company crisis management
  directives and plans

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Remember

• Whenever you talk to employees whatever the
  reason (merit, termination, discipline, etc.)
  they will always bring their baggage to the
  meeting.

Self Image
Personal Life
Mental/Physical Health
Perceived Ability
Peer Relations
Drug/Alcohol Abuse
Attitude Toward Authority
Job Success/Failure
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Training

• Training is essential to develop skills for
  assessing potentially dangerous situations and
  handling people who are emotionally upset.
• Training sessions should deal with the full range
  of potential problems and include role playing
  situations.
• Learn techniques which are effective for defusing
  angry people
• Most important, be a good listener.
• Identifying real important issues and restore
  order in the work environment.
• Maintain order and professionalism (dont shout
  or tolerate shouting).
• Engage in role playing exercises dealing with
  performance report issues, payroll issues,
  terminations.
• Preplan and coordinate with senior management,
  how to deal with employees or visitors with a
  weapon. Know where to get help.

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Training
CONTINUED

• Recognize potential problem situations
• Promote safety and security for
  employees/visitors and customers
• Prevent dangerous situations from developing or
  escalating
• Manage and defuse potentially volatile situations
• Contain volatile situations
• Develop professional resources - Legal, Medical,
  EAP and law enforcement
• Be familiar with the corporate crisis management
  plan and disaster plan
• Sensitize your staff to the threat through team
  building

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The cost of workplace violence in the U.S. is now
more than 36 billion annually - an 850
increase since 1992.
QUESTIONS
DISCUSSIONS