Work Related Violence

I.  Overview

 Real Life Examples of Workplace Violence--It Can Happen to You

• Employees assault one another in the workplace.
• Terminated employee sends a bomb through the mail to a former superior.
• Domestic troubles come to work and endanger others.

 General Considerations

Workplace violence most often involves aggressive behavior toward a fellow colleague, subordinate or supervisor.  This can range from verbal abuse to physical violence.  Aggression may occur as a response to many situations.  Common examples are when an individual faces the loss of his/her job, is passed over for promotion, or perceives favoritism toward others in the work environment.

Violence often arises from feelings of anger, frustration, or hurt.  Some violent acts are accompanied by suicidal behavior.  Alcohol use can trigger an already volatile situation or make it worse.  It is associated with a loss of impulse control and the ability to think about the consequences of their behavior.  Leaders should be aware that many of the risk factors and warning signs for violence are also common to suicidal behaviors.

 Possible Indicators of Impending Violence

• Upset over personal or work related events.
• Highly irritable, anxious, and restless.
• Shouts, yells, and swears.
• Recent major change in behavior, demeanor, or appearance.
• Withdrawn from normal activities such as family, friends, or coworkers.
• Intimidates, verbally abuses, harasses, or mistreats others.
• Excessive consumption of alcohol or use of drugs.
• Escalation of work related problems or domestic problems.
• Increasing resentment toward authority.
• Views self as a victim.
• Preoccupation with violent incidents.
• Makes threats to harm self, others, or property.
• Member of a gang.
• Previous history of violence.

 Common Violence Triggers

• Frustration over an unmet need or demand.
• Perceived rejection or loss of love, status, or advancement.
• Perception of supervisor as unjust.
• Loss of employment benefits or entitlements.
• Feelings of humiliation and rage.
• Projection of blame, "I didn’t do anything, they’re out to get me."
• Concluding that "They can’t get away with this."
• Alcohol or drugs.
• Sleep deprivation.

 Assessing a Threat

When a possible threat is brought to your attention, the leader should immediately gather facts and document the following:

• Exactly what was said or done?
• Is anyone in immediate danger?
• What is the relationship between the person being threatened and the person making the threats?
• Why does the person feel frustrated, concerned, or fearful?
• Are there any other witnesses or individuals with relevant information?
• Has a weapon been displayed?
• Has a clear intent or plan has been expressed?
• Does the person have the means to carry out the threat?
• Where is the person now?

 Leadership's Role in Early Prevention of Workplace Violence

Leaders should always anticipate how changes in policies, procedures, and working conditions may affect people in the work place.  It is important that leaders show an active interest regarding the impact of change on members and their families.  Leaders should also be alert to changes in attitudes, behaviors, and performance.  Many workplace violence incidents can be prevented if action is taken when the warning signs are first evident.  This can be enhanced by communicating with local  helping agencies.  Leaders can also ensure that all supervisory personnel are familiar with procedures for effectively dealing with difficult personnel, including taking disciplinary actions.

Anger, often a precipitant of violent behavior, is a common emotion, but it can sometimes be expressed in an inappropriate or harmful manner.  It is important that leaders set clear limits on unacceptable behavior in the unit.  Members can deal with their anger by using effective communication skills and emotional control strategies.  Help with anger management is available.  Civilians and sworn members and their families can pursue assistance through the Employee Assistance Program, Union and Civilian Personnel Office and mental health. 

Proactive steps to help prevent and de-escalate conflict in the workplace can be taken.  Effective violence prevention in the workplace consists of two primary components:  early identification and stress reduction.  Training on workplace violence is available for personnel and civilian employees.

A safe workplace is one that is free from physical violence as well as non-physical aggression, such as intimidation and bullying.  Leaders must take steps to ensure that such an environment exists throughout the organization.  In emergency public safety, the "workplace" is a broadly defined area that includes communities, neighborhoods, stationhouses, and other areas.  Violence prevention programs are a good place to start.  Contact local resources  for more information.  Commanders should also encourage individual members to report signs of potential violence so that preventive action can be taken.  Violence prevention initiatives may include:

• A clear policy that any form of workplace violence is unacceptable.
• Training and education.
  • Workplace violence prevention policy.
  • Risk factors that cause or contribute to assaults.
  • Early recognition of escalating behavior.
  • Ways to prevent volatile situations.
  • Standard response action plan for violent situations.
  • Periodic practice of the action plan.
• Make members feel they are valued.  Show compassion and understanding to increase people's willingness to communicate their concerns before bad feelings and resentfulness develop.  Create an environment of mutual support.
• Lead by example.  Demonstrate in your daily actions that conflicts can be effectively resolved without violence or aggression.

 If Someone is Disruptive (No Threats or Weapons)

Typically, individuals go through a set of stages as a crisis develops.  It is valuable to be able to recognize what stage the person is in so you can respond in a way that will yield the best outcome.

Prior to violence occurring, you may notice a change in behavior indicating anxiety or nervousness.  That change may include pacing, finger drumming, hand wringing, or staring.  These behaviors may indicate the person is getting progressively more upset.  This is the stage where most potentially explosive situations are defused.

• Respond calmly and firmly and try to defuse the situation.
• Ask questions about the person’s grievance.  Respectful concern and interest may communicate that aggression is not necessary.
• Summarize what you hear the individual saying.  In a crisis, a person may feel humiliated and want respect and attention.  Your summary of the individual’s concerns reflects your understanding and attention.  Focus on areas of agreement to help resolve the concern.
• Discuss appropriate disciplinary action only after the situation is defused.

You will sometimes know, based upon prior experience with the individual, that the member has a potential to become very upset or violent.  When this is the case, make sure there is an escape route in case the situation escalates.  For instance, if you need to deliver some bad news that you suspect the member will react to with anger, consider leaving the door open, and be sure someone is near to help if needed.

 If Your Initial Response is Ineffective or if Violence Appears Imminent

• Identify one person to lead and do the talking.
• Remove non-essential staff from the area
• Make sure there is an escape route if the situation escalates.
• Keep a safe distance (5 to 7 feet) between you and the person and do not turn your back to the person.
• Leave the door open or open a closed door.  Be sure someone is near to help if needed.
• Calmly and firmly set limits; i.e., "Please help me understand what you need so that I can try to help you."
• Ensure their are no weapons available in immediate area.
• If the person is shouting, do not try to talk.  When the member gives you a chance to say something, speak in a normal tone of voice.
• Never touch the individual to try to remove him/her from the area.  Even a gentle push or holding the person’s arm may be interpreted as an assault by an agitated individual who may respond with violence.
• Set limits to indicate the behavior generating concern, i.e. “Please put the hammer down.”
• Signal for assistance.  The individual may be antagonized if you call for assistance so use a prearranged "distress" signal to have another  member check on you to determine how you are.  If you need help, the member should alert law enforcement.
• Do not mention discipline or physical intervention if you fear violence may be imminent.
• If the situation escalates, find a way to excuse yourself, leave the area, and get help.
• Do not be afraid to call for help (e.g., police).  It's better to be safe.
• If assailant or victim is a civilian employee, contact the Civilian Personnel .
• Consider requesting community mobile mental health evaluation team, if available
  • Conducts investigation of threat.
  • Arranges evaluation of threatening member.
  • Goals are to deescalate threat and creates a clear and viable safety plan.

 If Someone is Agitated

Occasionally,  members lose control and “act out.”  These situations may arise from a variety of factors including inadequate skills for managing emotions, mental illness, and/or abuse of drugs and alcohol.  Medical conditions may also contribute to agitated or out of control behavior.  Agitated or out of control behavior should be treated as an emergency:

• Contact law enforcement immediately.
• While a safety plan is being implemented, never leave the person alone.
• Be sure the immediate surroundings are safe and secure.
• An Emergency Commander Directed Evaluation may be appropriate to help commanders make decisions.
• Set time frames for follow-up actions.  If a violent action occurred, consider a Critical Incident Stress Debriefing by the Critical Incident Stress Management Team (CISM).

 Reducing Risk When Taking Disciplinary and Termination Action

Disciplinary action can sometimes precipitate a violent response.  When considering constructive disciplinary action:

• Avoid arguments over merits of the action.
• Don’t make up reasons.  Be factual.
• Focus on the actual problem.
• Put the responsibility on the subordinate.  Provide the member an opportunity to correct the problem.

 Involuntary Termination of Employment

In light of the increased risk for violence in some circumstances when a member's employment is terminated, leaders should consider the following when dealing with members who are being involuntarily  terminated:

• Be sensitive to the fact that involuntary termination can be highly stressful for people.
• Termination notices should be given at the end of the day.
• Consideration should be given to providing an escort from the location of the termination meeting to the building's exit.
• Members who have been terminated and who have a potential for violence can be restricted from reentry.

 Protecting Workers Who Are Being Threatened

• Relocate the workstation of threatened unit members.
• Alter the member’s work schedule.
• Provide photographs of stalkers or alleged perpetrators to receptionists and security officers.
• If threats are recent, provide members with time off from work.
• Place silent alarms at the member’s workstations.
• Establish a codeword members can use to indicate a dangerous situation.

 Post-Incident Response for Members Exposed to Violence

• Trauma-crisis counseling.
• CISM Debriefing.
• Employee Assistance Programs to assist victims.

II.  Relevant Policy

Homicide and suicide often receive publicity, but they are only the tip of the iceberg.  Non-fatal violence is much more common but can have lasting effects on survivors and on mission readiness.  In addition, there are financial costs caused by the extra demand on health systems and lost productivity.  By offering support and encouraging evaluation and treatment, leaders can be instrumental in preventing a stressful situation from escalating into violence.

Training on workplace violence is very important for employees. 

III.  Suggested Resources

1. Braverman, M. (1999).  Preventing workplace violence.  London:  Sage publications. 
2. Brundtland, G. H. (2002).  From the World Health Organization.  Violence prevention: a public health approach.  Journal of the American Medical Association, 288, 1580.
3. Budd, F. (2003).  Commanders and First Sergeants Guide.  Life Skills Support Center:  Charleston AFB.
4. Distasio, C. A. (2002).  Protecting yourself from violence in the workplace.  Nursing, 32, 58-63.
5. Harold, K., & Benjamin, S. (1995).  Comprehensive Textbook of Psychiatry VI eds.  Baltimore:  Williams and Wilkins.
6. Kelley, S. (1996).  Making sense of violence in the workplace.  Risk Management, 42, 50-55.
7. Labig, C. E. (1995).  Forming a violence response team.  HR Focus, 72, 15-16.
8. LeBlanc, M. M., & Kelloway E. K. (2002).  Predictors and outcomes of workplace violence and aggression.  Journal of Applied Psychology, 87, 444-453.
9. Loaffman, B. (2001).  Taking out violence.  Occupational Health and Safety, 70, 32-36.
10. Sanderford-O'Conner, V. (2002).  Violence prevention techniques for over-stressed workplaces.  Occupational Safety and Health, 71, 102-105.