Workplace Violence Prevention

Workplace Violence Prevention

Compiled by Ce-Classes.com

Learning Objectives

After completing this course, participants will:– Identify aggressive behavior and anger

triggers.– Describe techniques for managing

anger.– Identify the warning signs of workplace

aggression and de-escalation techniques.

Course Description This course reviews the incidence, causes and

interventions to reduce workplace violence. The course begins with a theoretical overview of anger and aggression while considering its impact within the work place. The course content examines a spectrum of destructive aggressive behaviors, warning signs of violence, and anger triggers. Communication skills and de-escalation techniques are also reviewed in detail as interventions for anger and potential violence in the workplace. The content of this course is designed to help employees learn how to manage their own anger and how to deal with others who are angry in an effort to reduce the potential for workplace violence.

Anger arises and aggression occurs

o According to Novaco, anger is simply a subjective but normal emotional state that is agitated by some environmental occurrence (as cited by Hollin).

o According to Glomb, Steel and Arvey, aggression is a behavioral manifestation of feeling angry.

(Berkowitz)

Anger and Violence

Emotions are a factor of the human condition, whether felt or faced.

Varied human emotions can be exhibited in a positive or negative manner including anger.

Anger and Violence

According to Novaco, anger is simply a subjective but normal emotional state that is agitated by some environmental occurrence (as cited by Hollin).

Anger and Violence

The legitimate emotional state of anger is significantly related to aggression because aggression is a behavioral manifestation of feeling angry.

(Glomb, Steel, & Arvey)

Anger and Violence

Berkowitz made an interesting point, “Anger arises and aggression occurs”.

Anger and Violence

According to Neuman and Baron, workplace aggression is defined as “efforts by an individual to harm others with whom they work, or have worked, or the organizations in which they are presently or where presently employed”

( Glomb, Steel, & Arvey).

Anger and Violence

For the purposes of this training we will focus on the implications of the aggressive behavior on an interpersonal level, such as colleague to colleague or towards organizational outsiders.


Workplace Violence What is critical to understand about specifying

the difference in definition between aggression and workplace aggression is the perspective of intentionality of the harm.

For example, yelling at a coworker because he/ she cannot hear you over an outside car alarm maybe aggressive behavior but not an aggressive intentional act. Yelling at a coworker because you are angry they embarrassed you in a meeting; shows intent to harm another


Spectrum of Organizational Anger and Aggression

The emotional state of anger is neither good nor bad.

Thus, anger can be constructive or destructive. The problem comes about when we don’t know how to properly handle or when we lose control of our own emotions.

( Glomb, Steel, & Arvey; Peacock)


Constructive– Opening lines of communication with

management for future development– Channeling your anger into positive

motivation energy towards your work


Destructive- Not relaying an important message from

the supervisor.- Discontinue “going the extra mile”. - Yelling at a coworker.- Spreading false rumors about a coworker. - Destroying property.- Physical harm to a coworker or customer.

Spectrum of Workplace Aggression

Gossip

Work Slowdowns

StealingSabotage

Physical Violence/Homicide

(Martinko, Douglas, & Harvey; Nuckols).

Workplace Aggression

Workplace aggression is not always about physical violence or homicides, although it does receive the most attention in the media and in research.

(LeBlanc & Kelloway)


Although the U.S. Bureau of Labor Statistics indicates homicides to be the second leading cause of workplace death, only 4-7% of these homicides are committed by fellow colleagues.

(LeBlanc & Kelloway)


This extreme level of workplace aggression can be reduced by creating a prevention plan and simply being aware of our colleagues and organizational aggression levels.

(LeBlanc & Kelloway).


First, take all threats seriously and inform management immediately. Better safe than sorry!


Prepare for "what if" situations by understanding company procedures and mental reflection.


Your organization should have an action plan in case these extreme levels of aggression should occur, be proactive and know the plan or voice your concern constructively to management that the organization should develop and implement a prevention plan.


Also, you should internally prepare for this hypothetical event so you can remain calm and not be caught off guard.


Be vigilant of aggressive behavior and warning signs. At this point you might be asking yourself…

So how do we as proactive employees become more aware?

Create a prevention plan and be aware of aggression levels.

Take all threats seriously and

inform management immediately.

Prepare for "what if"

situations by understanding

company procedures and

mental internalization.

Be vigilant of aggressive behavior

warning signs.

Spotting The Warning Signs Being aware of our surroundings at

work and watching out for changes in coworkers level of aggressive behavior can help reduce increases in the continuum.

Spotting The Warning Signs Stage one warning signs include:

– Unusual behavior changes – Uncooperative with direct supervisor on a

regular basis . – Argues with coworkers constantly – Spreads gossip and rumors deliberately to

harm others. – Excessively hostile toward customers or

coworkers. – Irritability and anxiety escalates.

Wood Holes Oceanographic Institution prevention plan for workplace violence

Spotting The Warning Signs Stage two warning signs include:

– Writes violent or sexual notes to other employees or management.

– Verbalizes desires to harm coworkers or employer. – Sabotages equipment or steals property. – Continuously disregards company policies and

procedures. – Levels of arguments or altercations increase with

all personnel . – Noted decrease in interest and confidence in

work .Wood Holes Oceanographic Institution prevention plan for workplace violence

Spotting The Warning Signs Stage three identifies when anger

intensifies resulting in:– Depression or withdrawal. – Property destruction . – Physical fighting. – Suicidal threats. – Use of weapons to harm others.

Wood Holes Oceanographic Institution prevention plan for workplace violence

Anger Styles: Classifying Aggressive Behavior

Now that we understand the continuum of aggressive behavior in the workplace and how to spot the warning signs, let us shift our attention to examine the three main anger styles: avoiders, exploders, and assertors.

Classifying Aggressive Behavior

Avoiders demonstrate a passive aggressive style by suppressing their anger internally. They generally blame themselves and feel that showing anger overtly will cause others to reject them.

(Peacock)


Avoiders typically also feel resentment and lower self-esteem or engage in passive aggressive behavior. For instance, deleting a coworker’s project whom made you angry earlier in the day without them knowing it was you; thus an indirect aggressive act. However, this solved nothing which usually leads to an avoiding becoming an exploder.

(Peacock)


Exploders express their aggression in an outright verbal or physical manner. They are generally enraged easily and are overly sensitive to criticism. Although expressing their anger usually makes them feel better, exploders end up hurting others and aggressive behavior continues to escalate because they do not solve the problem.

(Peacock)


Without intervention avoiders and exploders may utilize addictive substances, harm themselves, or commit criminal violent acts.

(Peacock)


On the other hand, assertors employ techniques to manage anger and keep cool when angry feelings starts to bubble. They effectively communicate to explain why they are angry and resolve the anger trigger.

(Peacock)

Anger Styles

Avoiders-Suppress• A form of passive

anger. • Suppress anger

internally.• Feel resentment and

lower self-esteem. • Engage in passive

aggressive behavior.

Exploders- Express• Destructive

aggression.• Outward verbal or

physical aggression.• May hurt others or

escalate behaviors.

Assertors- Calm It Down• Keeps their cool.• Employs effective

communication and problem solving skills.

Anger Triggers Everyone is angered by different

buttons: There are many cultural and gender

differences in anger triggers.

(Peacock; Glomb, Steel, & Arvey; Rokach; Martinko, Douglas, & Harvey).

Anger Triggers Anger triggers include but are not

limited to: frustrations, annoyances, causal-reasoning style, adverse work conditions, rigid rules and procedures, aggressive organizational cultures, mistreatments or injustices, and physical provocation.


Anger Triggers This paradigm demonstrates that an

individual’s funneling process of anger triggers indicates their relationship towards reacting aggressively and provides an additional dynamic to guide proactive measures to reduce workplace aggression.


Anger Triggers Although our buttons get pushed, we

need to implement a strategy to efficiently handle the anger in a constructive manner consequently implementing an assertive anger style.

(Peacock; Glomb, Steel, & Arvey; Rokach; Martinko, Douglas, & Harvey)

Anger Styles

Since we are all going to experience anger, learning our anger triggers as well as aggression controlling techniques will help us become better at managing our behavior and maintaining an assertor anger style.

(Peacock)

Reasoning Styles

Causal-reasoning styles deals with locus of control theory which states that people attribute successes and failures in different ways.


Reasoning Styles

Internalists believe that their efforts where direct result of the outcome while externalists believe that others are to blame or it was destiny that caused them to succeed or fail.


Reasoning Styles

Attribution theory is closely related to the concept of locus of control but centers on the behaviors and emotions resulting in their attribution patterns.


Reasoning Styles

These theories support the idea of a hostile attribution style in which associates within the workforce of predisposed toward aggressive behavior.


Anger Triggers

Frustrations – come about when something we

expected does not happen creating an inability to reach a goal. This many lower the person’s self-esteem leading to an avoider’s maladaptive methods of handling anger.


Anger Triggers

Annoyances – are the everyday things that agitate us:

you step in gum, someone cuts you off while driving home, or you are continuously being interrupted during a meeting.


Anger Triggers

Mistreatments or injustices – include things like: ridicule, name-

calling, being blamed for something you did not do, or a private personal matter has been spread around the office.


Anger Triggers

Adverse work conditions – encompass environmental stressors

include triggers like overcrowding, extreme temperatures, noise or threats to safety. Here the same rule of thumb for handling rigid rules can be utilized to minimize the trigger.


Anger Triggers

And obviously, physical provocation triggers anger by providing an eminent fear of physical harm triggering a fight or flight response.


How to Manage Your Anger

From Furious To Calm, Cool and Collected– Know your triggers and avoid if possible– Restructure your thinking– Use relaxation methods– STEP BACK technique– Communication– Problem solving techniques

(Peacock; Feindler & Starr)


The objective is to reduce problems in created by the intentionality of dysfunctional workplace aggression by knowing your anger trigger and implementing strategies to calm you down.



Knowing how to manage your anger and consequently control your aggressive behavior within the workplace will not only make the workplace more enjoyable - it will make you a more effective person and employee.



However, it is also important to remember that not every problem can be solved.



Some problems are detrimental and beyond the scope of this training program but focusing on handling the emotion by using the varied techniques mentioned will help you be effective whenever possible.



Chronic anger can become uncontrollable rage.

This requires more than implementing these techniques.

Professional counseling is recommended if you have chronic anger


Know Your Triggers

First, pay attention to your body’s physiological changes so you can be aware of when you are becoming angry.

Such signal include: pounding heart, tight muscles, nervous stomach, and raising your voice.

Admitting you are angry is critical. (Peacock)

Know Your Triggers

Knowing your triggers and avoiding them can help reduce aggressive behavior.

(Peacock)

Managing Anger

Restructure your thinking There are 3 main types of irrational

thinking:1) Overgeneralization/Over dramatization2) Mind Reading3) Labeling

(Peacock)

Managing Anger

Relaxation techniques can help you reduce the intensity of your anger to a range that is under control or removed.

(Peacock)

Managing Anger

Techniques like – taking a few deep breaths, – counting to ten backwards, – calming visualizations– repeating a positive mantra– yoga exercises

can reduce frustration and lower your agitating physiological responses.

(Peacock)

Managing Anger

STEP BACK TechniqueS - see the problem from the others

person’s point of view.T - take in what your counterpart is saying.E - examine the situation. P - pay attention to what is happening to

your body.

(Peacock)

Managing Anger

STEP BACK TechniqueB - blend words of respect and friendship

into your interactions with coworkers.A - acknowledge when you are beginning

to feel anger.C - consider why you are angry.K - keep focused in regards to the present

and not the past experiences or grudges. (Peacock)

Good Communication

Communication Skills are tools that help you effectively handle the many different problems you face.

Managing Anger

Using good communication skills is key to managing anger and avoiding aggressive behaviors

Good Communication

Involves • Maintaining or Enhancing Self-Esteem• Focusing on Specific Behavior and

Outcomes• Using Reinforcement Techniques• Listening Effectively• Asking for Feedback• Setting Goals and Follow-Up Dates

Good Communication

Although effective communication results in maximized productivity it can also avoid errors that are attributed to faulty communication.

Good Communication

Can also:– Maximize individual and team

productivity – Strengthen relationships between

departments– Improve overall job performance– Move average employees towards

excellence

Good Communication

Focuses on specific behaviors

A behavior is something you can see a person do or hear a person say.

Good Communication

You should concentrate on a specific action and avoid focusing on attitude or personality.

This reduces the risk of defensive reactions and hostile feelings.

Good Communication

Explaining the outcome of the behavior helps others understand what behaviors you want more or less of and strengthens the impact of and effectiveness of your communication.

Effective Listening Skills Listening is a skill that involves

hearing and showing others that you understand rather then just telling them.

Effective Listening Skills Listening involves both the ear and

the brain; making it an active process that requires you to complete action steps to listen and particularly to listen EFFECTIVELY.

Effective Listening Skills The true challenge of listening is not

to add your own approval or opinion. Reflecting what you hear back to

someone encourages more discussion and allows you to gather more information.

Effective Listening SkillsBe aware of WHAT you say and

HOW you say it!

Effective Listening Skills Listening is a tool that allows you to:

– Ensure your understanding of information.

– Build trust with others.– Give and get information through the

use of questions.– Control a conversation to keep it on

track.

Effective Listening Skills 1. Acknowledging is the simplest and

quickest way of listening. It means responding in a way that shows you hear what’s being said and want the other person to say more.

Effective Listening Skills 2. Paraphrasing involves using your

own words to summarize what you think you heard.

Effective Listening Skills 3. Active Listening is the third and

most sophisticated level of listening. This listening skill identifies what the other person is feeling during a conversation or the content of a statement including the emotions involved.

Effective Listening Skills Active listening is used in situations

where strong emotions are involved.

You diffuse the emotion so that of you can use logic, resolve the issue, and stay on track.

Effective Listening Skills Until the negative emotion is gone,

no progress can be made and your efforts will be in vain or misdirected.

Dealing Successfully with Angry People

Try to stay calm and keep control Acknowledge that the other person is

angry Use de-escalation techniques Listen without interrupting Try to understand the situation Emphasize that you are trying to help

(Emanuele)


We not only deal with handling anger internally but we also need to know how to successfully manager external sources of anger whether between coworker to coworker or when working with an organizational outsider.

(Emanuele)


Remaining calm is the first step, if you get agitated that situation will only escalate further and you will lose control.

Keep in mind that the other person is angry not you. Do not allow their emotional anger state to infect you.

(Emanuele)


Use de-de-escalation and listening skill for a successful interaction, by listening without interrupting which will allow you to gain perspective on the other angry person’s point of view.

(Emanuele)

Listening Is Critical

Listening is critical because it is the most important element for de-escalating a situation.

(Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation)


You should:o Listen to the client’s or coworker’s

frustration.o Empathize with their “dilemma”.



You should:o Understand how they perceive the

situation.o Find out what they want that they

are not getting?o Address their concerns in a polite

and efficient manner.


Defusing a Situation Simply listening will allow the angry

person to vent so they can release their frustration to an empathetic person who cares about their situation. Listening attentively by using non verbal and verbal acknowledgement responses.


Defusing a Situation Although, the angry person is venting

ensure that you are in control of the situation so it does not escalate.

(Ohbuchi, Agarie, & Kameda)

Defusing a Situation Employing the active listening skills

will allow you to remove the emotion, in this case anger.


Defusing a Situation Once the anger is reduced the

problem solving can begin and the conversation can become more constructive.


Defusing a Situation Remember the this three step

process: – Accept what they say without opinion– Get feedback for content and emotion– Stop for their responses


Defusing a Situation In very difficult situations, you many

need to actively listen several times to reflect the emotion accurately and build understanding.


Defusing a Situation Apologizing is a step that we forget

to utilize because we are usually not to blame for the person’s angry state.


Defusing a Situation Apologizing is actually a form of

defense impression management and when completed successfully reduces the potential for aggressive behavior significantly.


Defusing a Situation You can obtain the same result if you

sincerely apologize for the unjust situation they are perceiving without taking on the blame.


Defusing a Situation Using statements like:

– “I'm so sorry you having such an bad day"

– "I'm sorry the situation has you so frustrated.“

– “I am sorry that this has happened to you”


Defusing a Situation Being aware of what is occurring is

extremely important.

Note when situation first escalates:– Louder voice– Fidgeting or – Aggressive gestures

Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation

Defusing a Situation Avoid arguing or defending previous

actions. Avoid threatening body language

(don’t stand with arms crossed).


Defusing a Situation Calmly but firmly outline limits of the

setting. If the situation continues to escalate,

seek help from others Management should be contacted

and may need to intervene.


ReferencesBerkowitz, L. (1990). On the formation and regulation of anger and aggression. American Psychologist, 45 (4), 494-503.

Emanuele, P. Coping with Aggression. New York, NY: The Rosen Publishing Group, Inc.

Feindler, E.L. and Starr, K.E. (2003). From steaming mad to staying cool: A constructive approach to anger management. Reclaiming Children and Youth, 12 (3), 158-160.

Glomb, T.M., Steel, P D.G., and Arvey, R.D. (2002). Office sneers, snipes, and stabs wounds: Antecedents, consequences, and implications of workplace violence and aggression. In R.G. Lord, R.L. Klimoski, and R. Kanfer (Eds.) Emotions In The Workplace. San Francisco, CA: Jossey-Bass.

Hollin, C.R. (2003). Aggression Replacement training: Putting theory and research to work. Reclaiming Children and Youth, 12 (3), 132-135.

LeBlanc, M.M. and Kelloway, E.K. (2002). Predictors and outcomes of workplace violence and aggression. Journal of Applied Psychology, 87 (3), 444-453.

Martinko, M.J., Douglas, S.C., and Harvey, P. (2006). Understanding and managing workplace aggression. Organizational Dynamics, 35 (2), 117-130. Nuckols, C.C. (1994). Reducing workplace violence. Behavioral Health Management, 14 (4), 5-7. Ohbuchi, K, Agarie, N. and Kameda, M. (1989). Apology as aggression control: Its role in mediating appraisal of and response to harm. Journal of Personality

and Social Psychology, 56 (2), 219-227.

Peacock, J. (2000). Anger Management. Mankato, MN: Capstone Press. Rokach, A. (1987). Anger and aggression control training: Replacing attack with interaction. Psychotherapy, 24 (3), 353-362. Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation. Retrieved March 22, 2009, from

http://vumc.edu/deescaation. Wood Holes Oceanographic Institution Human Resource Workplace Violence Prevention Plan. Retrieved March 16, 2009,

fromhttp://www.whoi.edu/services/HR/supervis/violence.html

Workplace Violence Prevention

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