NGB/HC Suicide Prevention Briefing INTRODUCTION. NGB/HC Suicide Prevention Briefing Identify or list...

NGB/HC Suicide Prevention Briefing

INTRODUCTION


• Identify or list physical, emotional, and verbal warning signs of suicide as well as know how to ask “the question”

• Identify or list useful helping strategies when working with individuals thinking about suicide.

• Identify or list what to do when “on-duty”, and “off-duty” status.

• Identify or list do’s and don’ts of successful suicide intervention.

OBJECTIVES & GOALS


• How many of you have known someone who has committed suicide?

• How many of you have known someone who has attempted suicide?

• What were some of the effects of the suicide on you, fellow co-workers and family members?

• What were some of the warning signs?

• Feel free to discuss any additional feelings with the instructor after class.

PERSONAL EXPERIENCE


• People who commit suicide are mentally ill

• Good circumstances prevent suicide

• People who talk about suicide won’t commit suicide

• People who threaten suicide or are unsuccessful at attempting suicide will not do it

• Talking about suicide will put the idea in someone’s head

• People who are deeply depressed don’t have the energy to commit suicide

• People often commit suicide without warning

MYTHS ABOUT SUICIDE

M Y T H S

M Y T H S

M Y T H S

M Y T H S


A Case History: The Facts of the story…

Tom was Master Sergeant, full-time technician with over 20 years of experience. He experienced an automobile accident while TDY, hitting a motorcycle. Injuries to the motorcyclist were minimal, however he secured an attorney and threatened litigation against Tom and the Air Force. The Air Force found no fault on Tom’s part, and the issue was thought to be over. Months later, the motorcyclist’s attorney called Tom at home, and threatened litigation that would “take everything he had”. Tom became depressed, and was having financial and relationship problems. He hanged himself at the unit leaving a note saying that the unit would know what to do, and take care of his family with SGLI.

SUICIDE IS PREVENTABLE


Hindsight: It could have been prevented…

• Tom was a good worker, with good relationships at work

• All his co-workers knew about the accident and the lawsuit

• His immediate supervisor noticed his depression, and he was frequently late to work

• His work performance began to drop, with noticeable flaws

• His commander was notified of the problem, but no referral was made to the JAG, Chaplain or Mental Health

• Tom frequently said that everyone would be “better-off” if he were gone

SUICIDE IS PREVENTABLE


Risk Factors:• Alcohol and drug abuse• Legal problems• Family violence• Poor job performance• Relationship difficulties• Financial problems• Coping problems -- poorly developed coping skills• Disciplinary actions• Under investigation

RISK FACTORS


BALANCING LIFE’S STRESS


What coping mechanisms help you deal with stress?

• Exercise• Eat a balanced diet• Trust in a higher power• Develop a support group• Get sufficient rest• Other ideas?

BALANCING LIFE’S STRESS


Symptoms of Risk• Suicide gestures

• Giving away items

• Talking about suicide

• Talking about death

• Farewells

• Pessimistic outlook

SYMPTOMS OF RISK


Symptoms of Risk• Increased alcohol/drug use

• Weeping easily

• Change in eating habits -- weight loss

• Drop in job performance

• Increased irritability

• Loss of sense of humor

SYMPTOMS OF RISK


Symptoms of Risk• Social withdrawal

• Continual sadness

• Feelings of hopelessness/helplessness

• Change in sleeping habits

• Flags -- Ask, “Are you thinking of committing suicide?”

SYMPTOMS OF RISK


What to Do If You Suspect TroubleWhen Serving on Duty Status:

• AA sk, “Are you thinking about committing suicide?”• II ntervene immediately• DD on’t keep it a secret

• LL ocate help• II nform family and individual’s support network• FF ind someone to stay with the person• EE xpedite – get help immediately

WHAT TO DO


What to Do If You Suspect TroubleWhen NOT Serving on Duty Status:

• AA sk, “Are you thinking about committing suicide?”• II ntervene immediately• DD on’t keep it a secret

• LL ocate help• II nform family and individual’s support network• FF ind someone to stay with the person• EE xpedite – get help immediately

WHAT TO DO


What to Avoid Doing When You Suspect Trouble

• DO NOT Ignore warning signs• DO NOT Warn against seeking help• DO NOT Assume minor troubles are unimportant• DO NOT Give advice/false reassurance• DO NOT Assume someone is immune from self-

harm• DO NOT Advise alcohol use• DO NOT Challenge the individual to “just do it”

WHAT TO AVOID!


Key Points

• People are the Air National Guard’s greatest asset

• The ANG encourages personnel to seek help when needed

• Seeking help is a sign of strength and insight, not weakness

• Seeking help does not necessarily end a career --not seeking help will!

KEY IDEAS


QUESTIONS?

END OF SUICIDE PREVENTION BRIEFING

NGB/HC Violence Awareness Briefing

INTRODUCTION

Workplace Violence at a Glance• 1986 – Fatal shooting of 14 postal workers.• 1992 – 110,000 acts of violence in the

workplace.• Cost to employers – over $5. Billion• 750 workplace homicides per year.• 3rd leading cause of occupational death for

men.• 1st leading cause of occupational death for

women• Most workplace violence is caused by a

disgruntled employee.WORKPLACE VIOLENCE AT A GLANCE


Why Do We Have Violence In Our Workplaces..?Why Do We Have Violence In Our Workplaces..? • What do you think?• Increased violent society.• Domestic discord.• Micro-management.• Economy.• Social changes to family support structure and

workplace values (work is who they are).• Feel free to discuss feelings or personal

experiences with instructor after class.

PERSONAL EXPERIENCE


Case HistoryCase HistoryPatrick Sherrill - US Postal ServicePatrick Sherrill - US Postal Service

• Was sometimes referred to as “Crazy Pat” because of his strange behavior in the neighborhood.

• Was viewed by co-workers as often angry and frequently depressed.

• One who preferred his own company to the usual workplace socialization.

• Other co-workers described him as a habitual complainer and a consistent non-performer.

VIOLENCE IS PREVENTABLE


Case History Case History (con’t)(con’t)

• It was obvious to many co-workers that he was a “problem” employee.

• A former-Marine sharpshooter

• In 1984 joined the National Guard. Became a member of the unit’s marksmanship team.

• On August 19, 1986, made a call to his union representative to discuss a possible transfer to another post office location.



Case History Case History (con’t)(con’t)

Just after dawn, on August 20, 1986, Patrick Sherrill, a full-time substitute letter carrier, reported to the sprawling Edmond, OK, post office dressed in his usual blue uniform and carrying a mailbag over his shoulder. On this day, though, his mailbag concealed two loaded, .45-caliber pistols he had checked out from the National Guard Arms Room where he was a member of the marksman-ship team. He also carried in excess of 300 rounds of ammunition and a .22-caliber handgun which was his own property.



Hindsight – It Could Have Been PreventedHindsight – It Could Have Been PreventedWarning Signs were Ignored!Warning Signs were Ignored!

• Worked in Highly stressed workplace.• Chronic Labor/Management Disputes.• Refused to cooperate with immediate supervisor.• Consistently argued with co-workers.• Belligerent toward customers.• Argued increasingly with everybody.• Refused to obey company policy.• Saw self as a “victim.”



Levels of Violence

Level Three

Level Two

Level One

LEVELS OF VIOLENCE


Level One

• Refuses to cooperate with immediate supervisor.

• Spreads rumors and gossips to harm others.

• Consistently argues with co-workers.

• Belligerent toward customers / clients.

• Verbally Abusive.

• Makes unwanted sexual comments / advances.

LEVELS OF VIOLENCE


Level Two (Covert Violence)

• Argues increasingly with customers, co-workers, and management.

• Resists Authority (refuses to obey company policy, etc.), Insubordinate.

• Vandalizes / sabotages equipment and steals or damages property.

• Verbalizes wishes to hurt co-workers and/or management.

• Sees self as victimized by management.

LEVELS OF VIOLENCE


Level Three (Overt Violence)

Frequent displays of intense anger resulting in:• Recurrent homicidal or suicidal threats.• Recurrent verbal threats.• Recurrent physical fights (incl. pushing & shoving)• Destruction of property.• Utilization of weapons to harm others• Commits acts of aggression (murder, rape, arson,

etc.)• “Road Rage”, and other abusive behaviors.

LEVELS OF VIOLENCE


Symptoms of Risk

• Negative and recent change in behavior

• Defensive, overreacts to comments or criticisms

• Frequent disputes with supervisor

• Routine violation of organization’s policies

• Verbal threats of violence

SYMPTOMS OF RISK


Symptoms of Risk

• Harassment of co-workers

• History of impulsivity

• Difficulty handling angry feelings

• Current personal difficulties

• Overwhelming feelings of powerlessness

SYMPTOMS OF RISK


Symptoms of Risk

• Disregard for social norms

• Alcohol abuse

• Warning -- Risk Factors are Not Predictors

• Red Flags -- Question change in someone’s behavior

SYMPTOMS OF RISK


RED FLAGS

If an employee displays a dramatic behavior or

personality change and suddenly becomes hostile,

it is vital for the supervisors and co-workers to find

out why the change has occurred.

Red Flags = Question change in someone’s

behavior

RED FLAGS


What to Do If You Suspect Trouble…

• Remain calm, be alert and LISTEN!

• Let the person talk the aggression out.

• Be polite, respectful and patient.

• Speak in a low-tone voice.

• Get help (have someone call security/police)

• Remove access to weapons

• Notify and protect targets of violence

WHAT TO DO IF YOU SUSPECT TROUBLE


What to Do When Faced With Someone Who Is Violent

• Remain calm, be alert and LISTEN!

• Call security or civilian police

• Direct the person or persons who are the target of the confrontation to leave the scene

• Refrain from physically attempting to force persons to leave

WHAT TO WITH SOMEONE VIOLENT


What Supervisors Should Do to Prevent Violence

• Be consistently fair in treatment of personnel

• Immediately intervene when threats occur

• Report threats immediately to chain of command

• Know what support options are available

• Realize that some individuals will “test” the boundaries

WHAT SUPERVISORS CAN DO


What to Avoid Doing If You Suspect Trouble

• Do not confront or try to reason with an angry person

• Do not dismiss the issue as “not my problem”

• Do not assume that someone will not act out violently

WHAT TO AVOID DOING


Tips for Motorists

• Avoid eye contact with an aggressive driver

• Stay cool – don’t react to provocation

• Keep away from drivers behaving erratically

• Do not make obscene gestures

• Use your horn sparingly

• Don’t take your eyes off the road

• Don’t block the passing lane

TIPS FOR MOTORISTS


Key Thought

The life saved may be your own!

KEY THOUGHT


QUESTIONS?

END OF BRIEFING


NGB/HC Suicide Prevention Briefing INTRODUCTION. NGB/HC Suicide Prevention Briefing Identify or list...

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