2013 Wisconsin Safety CounselWorkplace Violence/Emergency Planning/Active
Shooter Response
Presented by Dave Droster & Debbie Berning
Seminar Overview
Mindset of Awareness✦ Workplace Violence
Definition Stats OSHA Guidelines Forming a Multidisciplinary Team Myths
✦ Workplace Violence Spectrum✦ Behaviors of Concern
Commitment to Action ✦ Formula✦ Flash Point✦ Action Point✦ Common Inhibitors to Reporting✦ Available Reporting Options
Workplace Violence Defined
A spectrum of behaviors – including overt acts of violence, threats, and other conduct that generates a reasonable concern for safety from violence, where a nexus exists between the behavior and the physical safety of employees and others (such as customers, clients, and business associates) on-site, or off-site when related to the organization.
2012 Bureau of Labor and Statistics Data
• Nearly 2 million Americans report they’ve been victims of violence at work.
• 1 in 9 workplace fatalities were homicides.
• Homicide is the most common cause of workplace fatalities in women.
The OSHA General Duty Clause29 USC § 654 - Duties of Employers
and Employees(a) Each employer—
(1) shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees;
(2) shall comply with occupational safety and health standards promulgated under this chapter.
(b) Each employee shall comply with occupational safety and health standards and all rules, regulations, and orders issued pursuant to this chapter which are applicable to his own actions and conduct.
Workplace Violence Prevention Program Requirements
There are currently no specific standards for workplace violence, however:•The courts have interpreted OSHA General Duty Clause to mean that an employer has a legal obligation to provide a workplace free of conditions or activities that either the employer or industry recognizes as hazardous and that cause, or are likely to cause, death or serious physical harm to employees when there is a feasible method to abate the hazard.
•An employer that has experienced acts of workplace violence, or becomes aware of threats, intimidation, or other indicators showing that the potential for violence in the workplace exists, would be on notice of the risk of workplace violence and should implement a workplace violence prevention program combined with engineering controls, administrative controls, and training.
Considerations for Program Development
What is a Workplace Violence Prevention and Intervention Program:
A coordinated collection of policies, procedures, and practices adopted by an organization to help prevent workplace violence and to assist the organization in effectively responding to reports of problematic behavior made under the organization’s workplace violence prevention policy.
Establishing Multidisciplinary Involvement
An organization should begin by considering who within the organization will hold responsibility for:
•Developing and implementing the Workplace Violence Prevention and Intervention Program•Conducting ongoing Threat Management•Periodically assessing the effectiveness of the Program.
Top-Management CommitmentAn organization should obtain the participation of executive or top-level management in:
•Establishing the program as an organizational priority
•Reviewing and approving a prevention policy.
•Appointing appropriate personnel to develop, implement, and monitor the Program.
•Providing sufficient resources and authorizations to maintain the Program
•Providing sufficient resources and authorizations as required during Incident Management
Other Key Stakeholders and Participants
Human Resources •Assumes a leadership role in:
– Developing the overall program, and relevant policies, procedures, and practices
– Organizing and conducting training
– Participating in incident management
– Enforcing workplace violence policies through appropriate corrective action.
Stakeholders and ParticipantsSecurity•Can contribute practical expertise related both to prevention and intervention such as:
– on-site physical security– Initial incident assessment– Investigations– employee background screening– incident management techniques– Law Enforcement liaison
Stakeholders and Participants
Legal•Can ensure the organization has met legal requirements related to violence prevention
•Can provide legal guidance during the investigation
•Can ensure that it properly navigates the numerous legal issues that arise during incident management
Stakeholders and Participants
Safety and Health Personnel•Workplace violence prevention, intervention, and response is an integral part of an organization’s occupational injury and illness prevention program.
– Safety and health personnel should keep employers and employees aware of developments in OSHA requirements or recommended guidelines bearing on violence prevention, and assist the organization with compliance.
– Safety personnel will assist the organization in executing OSHA record-keeping and reporting requirements.
Stakeholders and Participants
Employee Assistance Programs (EAP)•EAP personnel may become involved in prevention and intervention efforts in several ways:
– As part of efforts to resolve an incident
– Engaged to provide psychological counseling to employees or workgroups affected by a threat or violent incident.
– EAP personnel involved in counseling may receive information that triggers an obligation to warn
Stakeholders and Participants
Crisis Management Personnel•Can play a role in ensuring that the organization’s workplace violence prevention and intervention program includes means to address and recover from emergency situations caused by a violent incident or threat.
•Can contribute in developing a crisis management process that includes a consideration of possible violent incidents
Stakeholders and Participants
Risk Management Personnel•Can ensure that workers’ compensation and other liability insurance policies are maintained so that the organization is adequately insured against any losses from a violent workplace incident.
•Can also support efforts by the organization to implement a workplace violence prevention and intervention program as part of the organization’s overall risk management practices.
Stakeholders and Participants
Public Relations/Corporate Communications•Can help the organization manage the media and other outside parties
•Can play an instrumental role in helping to develop internal communications
What Should A WPV Policy Look Like
• Place all employees on notice• Establishes zero tolerance• Requirement to report behaviors of
concern• Supported by top management• Specific discipline defined• Continuously reviewed and improved
Workplace Violence
Behaviors that can cause:
✦ Personal injury
✦ Damage property
✦ Impede the normal course of work
✦ Cause workers/managers/customers to fear for their safety
Workplace Violence
Include:
✦ Threats
✦ Harassment
✦ Intimidation
✦ Bullying
✦ Assaults
✦ Stalking
✦ Domestic Violence
✦ Workplace Homicides
Merely represent the
“tip of the iceberg”
The Categories of Workplace Violence
Four broad categories:
TYPE 1: Violent acts by criminals who have no other connection with the work-place, but enter to commit robbery or another crime
TYPE 2: Violence directed at employees by customers, clients, patients, students, or others to whom services is provided
TYPE 3: Violence against coworkers, supervisors, or managers by a present or former employee
TYPE 4: Violence committed in the workplace by someone who doesn’t work there, but has a personal relationship with an employee—an abusive spouse or domestic partner
Some Myths on WPV
“Out of the blue...”
“Just snapped...”
“If left alone, events will resolve themselves...”
“Employees can’t do anything to stop it...”
It couldn’t happen here...”
Workplace Violence
Spectrum ✦ May not be a linear progression✦ To the right are acts of overt violence causing physical injury and/or death✦ Moving to the left are psychological and emotional violence✦ To the far left are Behaviors of Concern
No profile of a workplace violence offender
Some Behaviors of Concern
There are behaviors that suggest the potential for future violence
✦ If there’s a behavior that makes you uncomfortable, it’s best to listen to what may be an intuitive warning
If you see something or sense something, say something
May be an innocent explanation for behavior
if left unaddressed, could escalate and contribute to a toxic work environment
Behaviors of Concern
The following may alert supervisors to potential problems
✦ Threats, frequent aggressive outbursts, or excessive displays of temper
✦ History of threats/violent acts
✦ Ominous fascination with weapons and/or references to weapons, violent media content, or violent events
Behaviors of Concern
✦ Verbal abuse of co-workers and customers, or harassment through phone calls or emails
✦ Bizarre comments or behavior, including violent content
✦ Holding grudges, inability to handle criticism, making excuses, and blaming others
✦ Chronic, hypersensitive complaints about persecution
✦ Making jokes or offensive comments about violent acts
Behaviors of Concern- Sadness -
Some Behaviors of Concern, such as sadness, might not look like they could lead to a Flash Point
What begins as sadness may evolve into a serious depression and the potential for suicide
✦ Suicide is aggression turned inward; wherein homicide is aggression turned outward
Behaviors of Concern
Do not focus on “snapshots”
✦ No one behavior suggests a greater level of threat; significant changes in patterns of behavior are far more telling.
Employee is sending out a personal “SOS” distress signal
Learn to recognize the signals that could point in the direction of violence and then learn to respond to them
Behaviors of Concern
Minor non-violent conflicts that went unresolved built up until they were no longer manageable
✦ intervening early in a conflict may result in a resolution before the problem gets out of control
When people go into a crisis state, it affects the way they think, feel, and behave
Frequency, duration, and intensity are critical criteria when evaluating Behaviors of Concern
A Triggering EventA reprimand, termination, or layoff
Financial troubles, a separation, a divorce, or a death
A loss, whether real or perceived, in someone’s personal or professional life
“Injustice collectors”✦ Will not forget or forgive those
wrongs or the people he believes are responsible
Facts About Workplace Violence
Very few organizations will ever experience disturbed employees engaging in shooting sprees that wound and kill multiple victims
A far greater number will face other forms of workplace violence ✦ Threatening behavior and violent events that are less spectacular
and less deadly✦ Nonetheless, significantly damage the well-being of an organization
and place employees in harm’s way
Workplace Violence Formula
Awareness + Action = Prevention
✦ You can do something about many situations
✦ Action has to be appropriate: Follow the B&S WPV Reporting Process
✦ Without awareness and willingness to act, you truly become vulnerable
✦ What is the Briggs & Stratton Action Plan?
An Obligation To Report
• Every employee who witnesses, hears, overhears, or learns of a threat or incident under this policy is required to report it promptly to any supervisor, manager, or the Human Resources Department
Good Faith vs. False Reports
• No retaliation against employee who makes a good faith report– even if report could not be confirmed
• Knowingly making a false report will subject employee to discipline/corrective action– including the possibility of immediate discharge
The Flash Point
The point on the Workplace Violence Spectrum where actual violence occurs
✦ Exact location can vary from one situation and individual to another
Different actions in the work environment can trigger or cause a Flash Point
✦ May be the result of non-work related situations Domestic Violence Other Personal Issues
The Action Point
Recognition that violence may be an outcome; respond with an appropriate action
Important to exercise caution when setting an early Action Point ✦ Important not to delay reporting a threat
Better chance of containing a potentially violent event Minimize harmful consequences and prevent a recurrence
✦ Stress tolerance and coping skills are highly subjective: Everyone is different and will react differently to a situation.
Common Inhibitors
Lack of awareness✦ Not trained to recognize Behaviors
of Concern
Psychological barriers✦ Busybody or snitch
Fear of retaliation
Believe it is someone else’s responsibility
✦ If a flash point is triggered, it will affect you
Reporting Process
• Person observing behavior• Next level supervision• Human Resources• Security Department• Legal• Safety
Summary
Work from a mindset of awareness✦ Don’t ignore Behaviors of Concern
They will not go away and can escalate✦ Learn how to recognize and how to report
potentially violent situations✦ Alert supervisors to concerns✦ Report all incidents to Human Resources and the
Security Department.
Intimate Partner Violence and Stalking
The Impact on the workplace
“He may not know where she lives,
but he does know where she works...”
According to the U.S. Bureau of Justice statistics, 85% of all victims of intimate
partner violence are women. While intimate partner violence is not exclusively
a male against female issue, it is clearly the predominant pattern.
In this training program, the language and
graphics used reflect this reality.
Overview
• Scope• Intimate Partner Violence• Behaviors of Concern• Cycle of Violence• Action Options
Intimate Partner Violence Is Pervasive
• Epidemic1 woman out of 4 will
be a victim in her lifetime• Toll on workplace
3-4 billion dollars per year in lost wages, productivity, and time away from work
Catastrophic event could be an outcome
Intimate Partner ViolenceMyth vs. Reality
Myth
• Doesn’t effect smart, successful individuals
• Not a workplace issue
Reality
• Transcends all socioeconomic lines
• Spillover effects are often subtle
• Ripple effect
Intimate Partner ViolenceMyth vs. Reality
Myth
• Only blatantly violent or life-threatening scenarios can impact the workplace
Reality
• Most insidious effects can be silent—even invisible
Intimate Partner Violence Definition
A pattern of coercive behavior used by one person in an intimate relationship to gain power and control over another. Includes physical, sexual, emotional, psychological, and financial abuse.
Physical Abuse
• Not only battering May include pushing, hitting
with a fist, slapping, shoving, kicking, choking, threatening with weapons...
Emotional Abuse
• Use of words to break a person’s spirit or destroy their self-esteem
• Includes degradation, isolation, and control of actions/ behaviors through intimidation or manipulation
• Effective strategy to destroy sense of self
Behaviors of ConcernRecognizing Abusive Relationships
• Isolates from friends and family
• Uses the children• Uses economic abuse• Uses emotional
abuse• Uses stalking tactics
Stalking• Pattern of harassing
behaviors intended to frighten, intimidate, terrorize, or injure another person Primary motives include
power, control, and possession
Strong connection between stalking and intimate partner violence
Behaviors of Concern• Abuser believes he has the right
to control his partner Tells her what to do and
expects obedience May use force to maintain
power Feels partner has no right to
challenge him Feels justified making her
comply Blames abuse on his partner
Early Relationship Indicators
• Form attachments very quickly• Foundation of power and
control may be built through flattery and adulation
• Begins isolating victim from friends and family
• May cohabitate; learns personal information and begins to control finances
Cycle of Violence
• Tension-building phase • Abusive incident• Honeymoon phase
Not all abusive relationships follow a recurring pattern or cycle
Tension-Building Phase
• Abuser believes his ability to control the victim is diminishing
• Abuser becomes more temperamental and critical of victim
• Victim minimizes problems; may try to placate abuser to prevent abuse
• Victim may feel she is walking on eggshells
Abusive Incident
• Incident of violence or threat occurs More intense than during
tension-building phase May increase in intensity
with each act• Victim traumatized• Abuser blames victim
Honeymoon Phase
• Abuser is apologetic and loving Victim has mixed feelings
• Abuser is manipulative Victim feels guilty and
responsible• Abuser promises change
Danger Zone
• When victim terminates the relationship Breaking the cycle of
violence• Victim moving out of home
may result in workplace stalking Abuser control is no
longer possible at home
Danger Zone
• Abuser may apply abusive tactics to the workplace Harassing phone calls Threatening to show up at
the workplace Actually shows up at the
workplace Danger zone not just
limited to victim
Restraining Order / Order of Protection
• In US, 3 women per week are killed by their partners
• Not uncommon for workplace to be listed as part of an Order of Protection Workplace may never be
informed Wouldn’t you want to
know?
Action Options
• Recognize (Behaviors of Concern) Injuries such as bruises, black
eyes, broken bones Inappropriate clothing for the
season Uncharacteristic absenteeism Change in job performance Emotional distress Unusual number of phone calls
Action Options
• Respond Show concern; be supportive Explain that intimate partner
violence is a crime Listen in a non-judgmental
way Provide company and
community resources Contact HR specialist or Global
Security Department
Action Options
• Refer Help victim connect with
outside agencies EAP
Battered women shelters National Center for Victims
of Crime National Network to End
Domestic Violence Corporate Alliance to End
Partner Violence
Summary
• See Something, Say Something• Know The Behaviors of Concern• Understand Your Responsibility to
Report• Understand the Cycle of Violence• Remember there a resources
available/EAP….
Survival Mindset and Courses of Action
Overview
✦ Describe the “protective shield”
✦ Describe “figure out”✦ Describe “get out”✦ Describe “call out”✦ Describe “hide out”✦ Describe “keep out”
✦ Describe “spread out”✦ Describe “take out”
Survival Mindset
Odds of one’s involvement in a workplace violence shooting
There is a Better Chance of Being Struck By Lightning, However……….
✦ Consequences are potentially catastrophic✦ Proper mindset and tools to react with purpose✦ Incidents over quickly (10-15 minutes)
First line of defense
2003 Study by Illinois State Police Academy on Active Shooters Action taken by personnel on-site most effective way to stop the
killing
Survival Mindset
Odds of one’s involvement in workplace violence
✦ Workplace shootings can occur anytime, anywhere, to anyone Unlike any situation ever experienced
✦ Bottom Line: You need to take direct responsibility for your personal safety and security
✦ Survival Mindset is a protective shield Comprised of three components:
Awareness, Preparation, and Rehearsal
Survival Mindset
Components
✦ Awareness
Gain a basic understanding of situation
Become attuned to work environment
Predetermined mindset will help you take rapid, effective actions
Survival Mindset
Components
✦ Preparation
Looking at your work environment through the lens of survival
“What if” questions are critical in developing effective response strategies
Survivors prepare themselves both mentally and emotionally to do whatever it takes to survive
✦ Rehearsal
Mentally or physically practicing your plan
✦ Will reduce response time and build confidence A survival inoculation
KEEP IN MIND
Life-Threatening Risk
✦ Any action taken, or not taken, during an active-shooter incident may involve life-threatening risk
Survival Mindset
✦ Will provide a strong foundation upon which to base decisions and actions
Courses of Action
Figure Out
✦ How are you going to survive?
✦ Will you get out?
Is there a path of escape?
✦ Will you hide out?
Is there a chance to get to where the shooter may not find you?
✦ Is your only option to take out the shooter?
Courses of Action
Trained versus Untrained
✦ First response is the same for both groups
✦ Reactions begin to differ markedly from there
Trained Untrained
Startle and Fear
Startle and Fear
Feel Anxious Panic
Recall what they have learned
Fall into disbelief
Prepare to react as rehearsed
Lost in Denial
Commit to action
Descend into helplessness
Courses of Action
Survival Mindset✦ Enables you to act quickly and effectively✦ Mindful, not fearful
Airline safety briefing Better able to make that first, critical decision
Continuous assessment process✦ Allows you to take appropriate survival action✦ Use all senses✦ Trust you intuition—that “gut” feeling
Knowing without knowing why
Courses of Action
Get Out✦ Move quickly; don’t wait
for others to validate your decision
✦ Leave belongings behind✦ Survival chances
increase if not where shooter is or to go where he can’t see you
Call Out✦ Inform authorities✦ Call 9-1-1 and tell them
name of shooter (if known), shooter description, location, number and type of weapons
Courses of Action
Hide Out
✦ May not be able to get out Shooter between you and the only exit Would have to enter area where shooter is positioned
✦ Hiding place Well hidden and well protected Avoid places that might trap you or restrict movement
Courses of Action
Keep Out
✦ Find a room that can be locked with objects to hide behind
✦ Blockade door with heavy furniture
✦ Turn out lights; become totally silent
✦ Turn off noise-producing devices
✦ Call 9-1-1 (If you can do so without
alerting the shooter)
Courses of Action
Spread Out
✦ If two or more of you, DO NOT huddle together Gives you options and makes it harder for the shooter
✦ Quietly develop a plan of action in the event the shooter enters
✦ Remain calm Can have a contagious effect on others Keeps others focused on survival
Courses of Action
Take Out
✦ Assume shooter’s intentions are lethal
✦ Shooter will succeed in killing all those with whom he comes in contact, UNLESS you stop him
✦ Develop a survival mindset that you have “what it takes” to survive when your life is on the line
Courses of Action
Take Out✦ You must be prepared to do whatever it takes to neutralize
the threat
Throw things, yell, use improvised weapons
If two or more of you, make a plan to overcome the shooter
Do the best that you can—choose to survive
Courses of Action
As events unfold, you must continue to Figure Out using your personal assessment process✦ Adjust your actions
accordingly✦ No two active shooter
incidents are the same
September 11th conventional wisdom✦ Until that tragic day, guidance
called for those involved to be calm, non-threatening
✦ United Flight 93 changed that guidance; passengers quickly figured out what was occurring and took action Prevented further loss of life
Summary
✦ “Figure out”
✦ “Get out”
✦ “Call out”
✦ “Hide out”
✦ “Keep out”
✦ “Spread out”
✦ “Take out”
Arm Yourself with a Survival Mindset
Active Shooter vs. Hostage Situation
Overview
✦ Distinctions between an Active Shooter and a Hostage Situation
✦ How to assist Law Enforcement responders
✦ Key information needed by Law Enforcement responders
Active Shooter vs. Hostage Situation
Require different behavioral responses
Active Shooter✦ An armed individual who has used deadly force and
continues to do so with unrestricted access✦ Can involve
Single shooters, multiple shooters Close encounters, distant encounters Targeted students, random victims Single-room confrontations, mobile confrontations
✦ No two situations are alike
Active Shooter vs. Hostage Situation
Hostage Situation
✦ Involves an armed and dangerous individual who may or may not have already used deadly force
✦ In most cases, his access will be restricted; significant difference is the containment of the offender and victim
✦ Motive can vary between substantive or expressive
Active Shooter vs. Hostage Situation
✦ Substantive motives include those things the hostage-taker cannot obtain for himself (money, escape, etc.)
Holds hostages to force fulfillment of demands upon a third party
Makes direct or implied threats to harm hostages if demands are not met
Primary goal is to achieve demands; not to harm hostages
Active Shooter vs. Hostage Situation
✦ Expressive motives include compensating for a loss
Act in an emotional, senseless, and self-destructive way
No clear goals; exhibit purposeless/self-defeating behavior
No substantive or escape demands OR totally unrealistic demands
Believe they have been wronged; strong emotions disrupt their abilityto reason
Active Shooter vs. Hostage Situation
Hostage-Takers
✦ Express their behavior or vent their frustration Undertake actions that bring them into contact with Law Enforcement
✦ Realize that ONLY by keeping their hostages alive can they hope to achieve their goals
Understand failure to do so will: change the incident dynamics increase likelihood authorities
will use force to resolve the incident
Active Shooter vs. Hostage Situation
Hostage survival can be enhanced if you:
✦ Remain calm✦ Follow directions✦ Avoid sudden
movements✦ Maintain eye contact
(but don’t stare)
✦ Find the middle position (not too assertive/passive)
✦ Personalize yourself✦ Don’t argue✦ Don’t be a nuisance✦ Don’t turn your back
Active Shooter vs. Hostage Situation
Law Enforcement Negotiation Efforts
✦ Will take time; be mentally prepared for a protracted situation
✦ Law Enforcement negotiators will use active listening skills to:• Communicate with hostage-taker• Defuse emotions• Build rapport• Work towards a peaceful resolution
✦ Historically, most hostage situations have been resolved through negotiations and ended peacefully
Law Enforcement Responders
Interacting with Law Enforcement Responders
✦ Do NOT expect officers to assist you as you get out• Primary job is to locate the shooter and neutralize the threat• Medical assistance will follow once the threat is neutralized
✦ Law Enforcement must assume everyone is a threat to their safety
• Be prepared to:– have weapons pointed in your direction– be subject to search– be handcuffed
Law Enforcement Responders
Interacting with Law Enforcement Responders
✦ When Law Enforcement officers enter the room, do not present a threat to them
• Do NOT– Point at them or the shooter– Make quick movements– Run towards them or attempt to hug them– Scream or yell
Law Enforcement Responders
✦ Interacting with Law Enforcement Responders
• Do NOT – Have anything in your hands; officers are taught
that “hands kill”
• DO– Raise your arms– Spread your fingers– Show hands as you drop to the floor– Spread arms and legs
Law Enforcement Responders
Key Information
✦ Be prepared to calmly, quickly, and accurately provide:
• Name of shooter (if known)
• Number of shooters
• Description of shooter
• Location of shooter
• Number and types of weapons carried by shooter
Summary
✦Distinctions between an Active Shooter and a Hostage Situation
✦How to assist Law Enforcement responders
✦Key information needed by Law Enforcement responders
Work Shop Summary
• If You See Something, Say Something
• Know how to report what you see• Know what resources are available• If lighting strikes….. have a
survival mindset.
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