Violence Prevention in the

WorkplacePresented by:

Kristen Flugstad, PsyDAnd

Kelli Sieczkowski, MSW

SECTION IOVERVIEW

Program Goals

This training program provides you with the opportunity to understand:1. A definition of workplace violence.2. Some personal, job, and relationship

factors associated with violence.3. How to recognize early signs of

violence and to assess the potential of violence in a situation.

4. What to do if confronted with violence.5. The components of a divisional crisis plan

for violence prevention.6. What follow-up is appropriate (both

personally and professionally) after a hostile or violent encounter.

7. The resources available to assist in preventing and/or responding to workplace violence.

Program Goals, cont’d.

DefinitionsWorkplace violence, as defined by COF’s Threat Management Plan:

--verbal/physical conduct in a situation resulting in increased anxiety and jeopardizing physical safety--behavior that results in fear of physical retaliation--direct or indirect threats of bodily harm, either verbal or physical

Inappropriate behaviors:“Bullying” in the workplace

►What is “bullying?” Teasing Humiliating Using words or physical presence to intimidate

or demean

►Bullying is not appropriate, and may be a warning sign for more serious behaviors, including violence

SECTION II

PERSONAL ASSESSMENT

Things to Know About Myself

What influences my ability to face a difficult situation or person?

My Own Anger Job Factors Relationship Factors Personal Beliefs and Expectations Personal Attributes

Behavior Examples►Physical threats►Angry outbursts or loss of control►Yelling and shouting►Threats about job►Aggressive, controlling manner►Blaming, discrediting, or discounting► Insults, put-downs►Snubbing, ignoring people►Brevity or abruptness►Glaring eye contact►Silence

SECTION IIIASSESSING THE OTHER

PERSON

Understanding the Hostile Person

► Why do people behave poorly?

► What do most hostile people want?

Recognizing Threats

Verbal Threat Indirect Direct

Nonverbal Threat Indirect Direct

Violence as a Process►Violence rarely occurs “out of the blue”

►Assessing violence requires knowledge of both general and specific factors Specific knowledge—knowing your co-worker’s typical

behaviors General knowledge—warning signs and risk factors

►Assessing potential violence by developing relationships with your co-workers and supervisors

Assessing Individual Risk Factors

►Does the person…

Assessing Warning Signs

Your Perceptions

The Other’s Verbal Behavior

The Other’s Physical Behavior

Organizational culture factors

Employees feel minimized or mistreated Low levels of co-worker and supervisor support High degree of organizational change Low levels of employee participation (“top-

down” decision-making) Failure to communicate policy regarding

unacceptable behavior Frequent overtime requests Frequent labor disputes/ grievances

SECTION IV

RESPONDING TO A POTENTIALLY VIOLENT

SITUATION

De-escalating the Hostile Person

When facing a hostile person: Be responsive. Be honest, simple, clear, and

firm. Avoid confrontation. Focus on physical safety. Focus on calming yourself.

Overview of Preparation and Response

Level I: Preparation

Level II: Responding to a possible threat

Level III: Responding to an immediate threat

Level I: Preparation

General Preparation Personal preparation

Organizational preparation

Environmental preparation

Level I: Preparation (con’t)

Personal preparation

Understand your own strengths and weaknesses

Understand your own personal limits

Level I: Preparation (con’t)

Organizational preparation Develop a Divisional Crisis Plan using the

Divisional Crisis Plan Worksheet►Recognition of a potential crisis►Consultation and communication►Documentation►Debriefing after the crisis►Follow-up

Level I: Preparation (con’t)

Environmental preparation

Assess environmental safety concerns

Level I: Preparation (con’t)

Specific questions

How do I prepare for a visit when an individual is known to be potentially dangerous?

How do I prepare when an employee has a potentially violent domestic partner?

Level II: Responding to a possible threat between

employees

Follow COF’s threat management policy:

►Discuss the incident with your supervisor or division director

►File Threat Incident Report with your supervisor, division director, deputy city manager or HR director

►Involve the supervisors of all the involved employees

Level II: Responding to a possible threat between an

employee and a citizen

Follow COF’s threat management policy:

►Discuss the incident with your supervisor or division director

►File Threat Incident Report with supervisor, division director, deputy city manager or HR director

►A Threat Management Team will be assembled within one working day to make recommendations

Level II: Responding to a possible threat

Who do I call for consultation?--Human Resources (779-7698)

HR may recommend consultation with FCFCC (774-6364)

Level III: Responding to an immediate threat or actual violence

What should I do if the threat is serious or violence is already occurring?

--Call Flagstaff PD if there is immediate danger--Seek help from colleagues (code words)--Inform your immediate supervisor, dept head or HR Manager--Be aware of your personal safety

After the incident:--Document the incident on Threat Incident Report

Documentation

►Documentation guidelines

SECTION VIFOLLOW-UP

Follow-Up

► Address personal needs

Request Critical Incident Stress Debriefing, if needed

Use of EAP/counseling resources

- Be aware that people’s reactions may differ greatly

SECTION VII:REFERENCES

References

► Braverman, Mark. (1999). Preventing workplace violence. Thousand Oaks, CA: Sage Publications.

► Mattman, J.W. & Kaufer, S. (1995). The Complete Workplace Violence Prevention Manual. Costa Mesa, CA: James Publishing.

► Schell, B. H. & Lanteigne, N. M. (2000). Stalking, harassment, and murder in the workplace. Westport, CT: Quorum Books.

► Wodarski, J. S. & Dulmus, C. N. (2002). Preventing workplace violence. In L. A. Rapp-Paglicci, A. R. Roberts, & J. S. Wodarski (Eds.), Handbook of Violence (pp. 349-377). New York: John Wiley & Sons, Inc.

SCENARIOS

A staff member’s spouse shows up at the office unexpectedly. He demands to see his wife immediately. When he is told she is not there, he begins yelling and pacing the floor.

A customer calls you requesting information about your services. When she realizes you cannot help her, she begins yelling obscenities and accusing you of lying. She then abruptly hangs up the phone.

You have received several threatening e-mail messages. The most recent one stated, “I’m watching you. I know your routine and I’ll see you tonight at your place.”