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Preventing and ManagingWorkplace Violence

Employee Education

Stephen D. Hart, Ph.D.Proactive Resolutions Inc.

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Why Educate?

Three concerns:Humanitarian

Negative impact on well being of staff, clients

Economic Costs money, bad publicity

Legal Statutory and common-law requirements

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Goals of Education

Give employees the knowledge and skills to:

Recognize warning signsEnsure the physical safety of staff and

clients once warning signs are evidentReport and document the presence of

warning signsEnsure that victims receive adequate

follow-up

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Definition

Actual, attempted, or threatened physical harm of an employee or the employee’s family, friends, or property Includes fear-inducing behavior Unique social context

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Continuum

Violence usually is the end result of an escalation of conflictual behavior

•Tantrums•Insults•Swearing•Shouting

•Verbal threats•Destruction of property

•Threats with weapons•Assault•Homicide

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Cause

The cause of workplace violence is a decision to act violently Conscious, deliberate, and goal-directed The nature of the decision and the way

in which it is made are influenced by a host of biological, psychological, and social factors

Corollary: People can choose not to be violent

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Who and Why

Perpetrators fall into four major groups Strangers, clients, co-workers, family or

friends of co-workersMotives fall into four major categories

For-profit, conflict (“grudge”), relationship problems, romantic (sexual) obsessions

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For-Profit

Context is retail or financial businessPerpetrator is a strangerMotive is material gainNo direct warning signs, but:

People loitering near the business, increase in local crime rate

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Conflict

Context is health or social servicePerpetrator is an acquaintance, such as

a disgruntled client or co-workerMotive is to communicate distress in

response to a perceived wrongWarning signs:

Escalating conflict, aggression, violence; extreme stress, emotional or mental problems

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Relationship Problems

Perpetrator is current or former intimate partner of a female co-worker

Motive is to re-establish or protest termination of relationship

Warning signs Recent relationship break-up, history of

spousal violence, harassing behavior, extreme stress, emotional or mental problems

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Romantic Obsessions

Perpetrator is co-worker — possibly single, lonely, male

Motive is to establish intimate relationship

Warning signs: Inappropriate interest in co-worker,

emotional or mental problems

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Warning Signs: Summary

Loitering strangers Increase in local

crime rateEscalating conflictRelationship conflictsRomantic obsessionsExtreme stressEmotional or mental

problems

Insulting, discriminatory comments or behavior

Violent thoughts or fantasies

Bringing weapons to the workplace

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Principles of Intervention

Recognizing context to maximize options Violence is an interpersonal act Decisions to act violently are influenced

by a individual, interactional, organizational, and extra-organizational factors

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Individual

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Interactional

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Organizational

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Extra-Organizational

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Principles of Intervention

Prevention Preventing conflict is easier and

cheaper than responding to violence Preventing further violence is easier and

cheaper than dealing with the aftermath of violence

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Prevention

Dynamic security Risk analysis

Hazard accounting

Employee educationRecognize warning signs

“Straight Talk” Respectful workplace policy

Conflict management procedures

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Prevention (cont.)

Static (physical) security Visibility Surveillance Barriers Memory aids

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Principles of Intervention

Proportionate response Employers must do all that is necessary

to prevent (further) violence Employers must not infringe rights or

freedoms more than is necessary to prevent violence

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Response

Workplace violence policy Employee education/training

Respond to warning signs to ensure safety

Documentation and reporting proceduresOral and written

Crisis management procedures Liaison with law enforcement and private securityThreat management team

Follow-up services

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Response (cont.)

Response options Corrective

Assessment, conferencing, mediation, arbitration

RetributiveCensure, discipline, suspension

IncapacitativeDismissal, referral to police

Response plan should always include monitoring (follow-up)

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Contact Information

Stephen D. Hart, Ph.D.Director, Training and DevelopmentProactive Resolutions Inc.

Canadian Office3260 Pleasant StreetRichmond, BC V7E 2P2Tel: 877-585-9933 / Fax: 604-275-8264