Dealing With Potentially Dangerous Library Customers...2016/03/03 · The first signs they read at...
Transcript of Dealing With Potentially Dangerous Library Customers...2016/03/03 · The first signs they read at...
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Dealing With Potentially Dangerous Library
Customers
PCI Webinars
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Are All Hostile Library
Customers Dangerous?
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Key Idea
We need to plan as if anyone
might turn out to be dangerous.
Not paranoid: prepared!
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Outcomes
Ensure everyone on the staff knows what to do in
emergencies.
Lower the drama of difficult encounters with library
customers.
Develop consistent responses to challenging
customer behavior.
Improve basic security features of your workplace.
Institute regular safety programs with professionals.
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Agenda
How We Influence The Behaviors Of Others
Setting Limits On What Is Acceptable
Prevent Escalation: Don’t Engage Emotionally
Offer Distractions And Alternatives
Trust Your Gut: When To Call The Authorities
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Assignment 1
Cheat sheet and phone tree
Staff meeting – posters and e-mails
Leadership presentation
Law enforcement speakers
Supervisor meeting
Consistent response
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Internal Customer Issues
Applies to employees, volunteers, trustees,
directors, managers, contractors, vendors, etc.
Yearly program on personnel guidelines:
Grievances and employees’ rights
Management rights
Clarifying issues
Take all physical threats seriously.
No one is exempt from the rules.
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Bully Rules
Not all bad behaviors are bullying.
Micromanagement versus bullying
Pat’s opinion: Anger management classes
don’t work.
Anti-bullying starts with the hiring process.
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Introduction – Section 1
How We Influence
The Behavior of Others
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First Impressions
The look of your face
The tone of your voice
Your posture and mannerisms
The first words you say
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The Environment
Outside: No trash and clean windows
What the staff wears
How they see and hear you treat others
The first signs they read at the library
Clean, uncluttered, and pretty
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Hire for Emotional Maturity
Calm and friendly demeanor
Flexible and willing to learn
Treats others with respect: manners
Understands personal boundaries
Understands they’re part of a team
Likes humans, even if they misbehave
Likes children and teenagers
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People who do bad things
are opportunistic.
They look for people
who seem weak, dark corners,
and the chance to do wrong.
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Typical Mistakes
The “professional” look: Disapproving?
Two levels of service:
One for people we know and like
One for people we don’t know or like
All supervisors not on the same page
No supervision on weekends and
evenings: false economies
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Assignment 2
If you watched
the faces of staff members
at service desks, what would this
show you about the people
they are serving?
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Assignment 3
If you listened to the voices
of staff members
at frontline and service desks,
what would this tell you
about the people they are serving?
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Section 2
Setting Limits on
What is Acceptable
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Manipulative behavior
by library customers
is a symptom of inconsistent
enforcement of the rules.
The problem is the library staff,
not the library customer.
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The Policy Process
Transparency breeds respect and trust.
Include library stakeholders in processes.
Meetings and advisory boards
Invite professional advice:
Law enforcement and social services
Engage the media.
Commonsense signs in library
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Typical Mistakes
Too many rules
Rules dominate conversations.
Old ladies versus the teenagers
Only a few people enforce the rules.
No method to test and evaluate rules
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Assignment 4
How many employees
would be able
to accurately describe the library
or institution’s rules
regarding unacceptable behavior?
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Section 3
Prevent Escalation:
Don’t Engage Emotionally
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Avoid Triggers
Status issues:
Who knows more?
Credentials
Correcting customers
The singsong condescending voice
Domination under the guise of service
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Stop Arguing
Provide information.
It’s about the library, not your ego.
Find ways to say yes or agree with them.
Find ways for them to say yes.
Avoid political discussions.
Change the subject:
Ask their opinion about something.
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Assignment 5
Do you know
your own triggers?
Ask your friends, family,
and colleagues.
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Section 4
Offer Distractions
and Alternatives
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Disengagement
Can you say no thank you?
Learn to interrupt with a yes or okay.
The formula:
Thank them.
Set the limit.
Offer an alternative.
Walk away or hang up: stay calm.
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Alternatives
Can you lower their frustration?
Generate options and choices.
Learn the customer’s destination:
Will another path serve to get there?
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Distractions
The toy basket
Writing it down
Special offer
A glass of water
Caveat: Don’t lie to escape.
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Assignment 6
Discuss with co-workers
how to develop
the option frame of mind.
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Section 5
Trust Your Gut:
When to Call
the Authorities
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Education
Your legal and law enforcement
community can help.
Who has jurisdiction for what issues?
What you can and can’t do
Consistent and transparent creation:
Rules, communication, and enforcement
of rules
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Resources
The Gift of Fear: Gavin de Becker
Prisoners of Hate: Aaron Beck
Stop Walking On Eggshells: Mason and Kreger
I Hate You--Don’t Leave Me: Kreisman and Straus
Don’t Shoot the Dog: Karen Pryor
Fixing Broken Windows: Kelling and Coles
https://www.osha.gov/SLTC/workplaceviolence/
http://ala-apa.org/newsletter/2013/11/12/workplace-violence-are-you-prepared-to-manage-a-crisis-situation/
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Contacts
www.sieralearn.com
Librarything: patternresearch
Twitter: sieralearnteach
Facebook:
www.facebook.com/SieraLearnTeachInspire
LinkedIn:
www.linkedin.com/in/sieralearnteachinspire
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