WORKPLACE VIOLENCE Presented by Johnnie B Woods Director

WORKPLACE VIOLENCE

Presented by Johnnie B Woods; Director of Training Woods Security and Training Inc. 44901 Golf Center Pkwy, Suite 6 Indio, Ca. 92201 (760) 342 -5127 www. woodssecuritytraining. com ds 3@live. com Johnnie B Woods Security Training. , licensed by the State of California to perform security training. (TFF 1334, TIF 1790, TIB 1632). NRA Certified Firearms Instructor, NRA Certified Instructor “Refuse To Be A Victim” American Red Cross Authorized Provider

Workplace Violence Defined Assaults, other violent acts or threats which are related to the workplace and has a substantial risk of physical or emotional harm to individuals, or damage to business and/or government resources or capabilities. ” ■ “

Potential Effects of Workplace Violence… ■ The expense associated with loss of business and productivity. ■ The emotional injury to victims and co-workers. ■ The physical injury suffered by victims. ■ Decreased work performance. ■ Staff turnovers. ■ Reduced employee morale. ■ Reduced public image of the company

Potential Effects of Workplace Violence… ■ Victims suffer – – – Insomnia Eating disorders Anxiety Fear Depression Possible nervous breakdown. ■ Violence against one employee may also have similar negative effects upon other staff members, customers, or clients.

Unfortunately, in recent years there have been numerous violent episodes which have resulted in serious physical injury and even death to employees in the workplace. Today’s workers and security officer must: • understand his/her role in potentially violent situations. • have the training to respond appropriately. • recognize that their role should be preventative. • develop skills in spotting potentially violent situations. • use appropriate verbal skills to defuse the situation.

WORKPLACE VIOLENCE Type 1: Violent acts by criminals who have no other connection with the workplace, but enter to commit robbery or another crime. Type 2: Violence directed at employees by customers, clients, patients, students, inmates, or any others for whom an organization provides services. 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.

POTENTIAL VIOLENT SITUATIONS IN THE WORKPLACE • Employees being severely disciplined • Employees being discharged • Disgruntled former employees returning to the property • Employee suspected of drug abuse being sent for a drug test • Employees under the influence of drugs or alcohol which causes a reduced “threat threshold” (the point a person feels in physical or emotional danger; the point where violence is most likely to occur)

• Severe personality conflicts between employees and other employees or their supervisors • Employees involved in relationships who are now feuding • Employees who are psychotic or who have developed severe mental problems due to personal problems or in some cases brought about by the work environment • Stress related incidents of “acting out”

OTHER PROBLEM BEHAVIOR • Increasing belligerence • Ominous, specific threats • Hypersensitivity to criticism • Recent acquisition/fascination with a weapon • Apparent obsession with a supervisor or coworker or employee grievance • Preoccupation with violent themes

• Interest in recently publicized violent events • Outbursts of anger • Extreme disorganization • Noticeable changes in behavior • Homicidal/suicidal threats

FACTORS WHICH MAY PRECIPITATE PROBLEMATIC BEHAVIOR v Frustrations arising from poorly defined job tasks and responsibilities v Downsizing or reorganization v Labor disputes and poor labor management relations v Poor management styles v Inadequate security or a poorly trained, poorly motivated security force v A lack of employee counseling v A high injury rate or frequent grievances

1. Security personnel should be trained in techniques for handling threats and/or confrontations. 2. Security supervisors should have an up-todate contact list for all employees and outside emergency contacts. 3. The security director should maintain contact with local law enforcement agencies, familiarizing them with the company’s location and with evacuation and emergency plans.

The primary goal in a potentially violent situation is to defuse the situation – not incite a physical confrontation. To achieve this goal, the Worker / security officer must: 1. Become proficient at recognizing or assessing potentially violent behavior. 2. Learn to use verbal skills designed to minimize the risk of agitating the potentially violent individual. 3. Learn and use non-offensive physical techniques when appropriate. 4. Be familiar with your evacuation plans and routes.

The presence of a uniformed security officer is usually a visual deterrent to violence, especially when there is a show of force. Security officers should be requested to stand by in the immediate vicinity when management thinks a problem might occur. A ‘standby’ refers to a cautionary measure taken by management to permit security to intervene early with a potentially violent person. Before anyone in management gives a potentially violent person an ultimatum uniformed security officers should be present.

When management is aware of an individual’s potential for violence and that individual is going to be disciplined or discharged, etc. , the security officers should be called early and a “game plan” should be developed. The plan should include: • Who is going to call the police? • When should they be called? • When should the security officer move to restrain the individual? • Where should the person be taken? • Should handcuffs be used? • Does anyone have handcuffs? • Should the person be physically ejected rather than restrained?

ASSESSING BEHAVIOR AND THE POTENTIAL FOR VIOLENCE All behavior is motivated. Acting out (aggressive behavior demonstrated by verbal abuse and possible physical confrontation) is intended to achieve some goal. This goal may not be apparent to you or the person who is upset. Ask yourself “What is the reason for this person’s behavior? ” You need to become aware of the person’s vital interests, i. e. , loss of job, loss of stature with co-workers, or a feeling of helplessness as one places their well-being in another’s hands.

The more basic the vital interest being threatened, the higher the risk of violence. All people have a threat threshold – a certain tolerance for perceived threat. If the perceived threat is stronger than the individual can handle, the risk of that person becoming violent is high. This threat threshold is different for each individual.

Violence-prone individuals have a condensed threat threshold. The individual with a condensed threat threshold is more like to become involved in a physical confrontation than the average person. Factors: personality, past experiences, learning, present circumstances. Possible condensed threat threshold; Individuals who are: criminal or antisocial intoxicated psychotic physically and/or emotionally

The more intense a person’s emotional reaction, the less likely they are to think rationally. Acting out always involves some emotional force. Fear is the most common emotion related to aggression. We need to understand that the emotionally upset person is unable to think rationally, and we need to de-escalate the emotions in the situation so that the person can rationally cooperate.

When upset, if given an option, an individual will usually choose a nonviolent way over a violent way of dealing with a stressful situation. Common causes of acting out: Frustration Tension (anxiety) Being ignored/rejected Lack of positive attention Confinement Loss of personal power Boredom Overcrowding Competition Staff behavior Lack of impulse control Psychological confusion/misperception Need to establish/maintain self-esteem (Macho Man)

Cues to potential acting out: • Mood swings • Changes in body language/activity • Physical tension • Changes in verbal behavior • Stimulus events – certain dates, such as anniversary of termination date, etc. • Depression, suicide attempt • Past history data

WORKPLACE KILLERS § Likely to be a 37 year old single man who has been with a company for at least four years. (Only about 3% of attackers are women. ) § His attack is often a final self-destructive act that follows personal problems at home and at work. § Often, he is the ONE whose temper has worried co-workers and bosses. § He does not kill at random. § Most workplace killers hold grudges and know exactly who they are looking to kill. § More likely to be white, male and older than the typical murderer.

MOTIVATORS • Most common – firing • Second most common – argument, fight or disagreement on-the-job • A disciplinary action such as being written up for tardiness or poor performance • To cover up the commission of a crime such as robbery

WORKER TO WORKER VIOLENCE Not all workplace violence results in the murder of employees. Other, less serious, events can occur. Any time people work together, conflict will exist. When this conflict is not handled in an organized, professional manner, tensions can escalate and lead to violence between co-workers.

SITUATIONS WHICH MAY LEAD TO VIOLENCE 1. A husband wife or boyfriend/girlfriend work at the same employer. Their domestic problems spill over into the workplace in the form of a verbal argument followed by possible physical confrontation. 2. A person (male/female) becomes romantically involved with a co-worker resulting in a “lover’s triangle” of three people. 3. A long simmering feud or dislike between coworkers develops into a physical confrontation.

4. Employees engaged in a little “horseplay” lose their tempers and a fight breaks out between them. 5. An employee is confronted by another employee over personal debts. 6. An employee comes to work under the influence of alcohol/drugs and confronts someone. Often these disputes will not result in serious injury or death, but security officers will be notified to report to the location of the disturbance and will be expected to get the situation under control immediately.

SECURITY SURVEY Ø An important tool to get employee ideas on the occurrence and potential for violent incidents Ø Can identify or confirm the need for improved security measures Ø Can be repeated at regular intervals, when operations change, or an incident has occurred. ØCan help identify new or previously unnoticed risk factors. Ø Can help identify jobs, locations, or work situations where the risk of violence is greatest.

THE TEAM APPROACH Management and security should work together as a team. Security is an integral part of the team and are usually relied upon to physically intervene when necessary. Security officers must ALWAYS remember that initially any management person who calls for their assistance is ALWAYS the team leader. The leadership may be turned over to security at some point during the crisis but management is ultimately responsible for what happens.

1. Only one person (designated team leader) should verbally communicate with the potentially violent person. (PVP) 2. Even if the PVP directs verbal abuse or questions to another person on the scene, that person MUST NOT RESPOND! 3. The team leader should respond by stating that the person must speak with him and no one else. 4. The manager should inform security when he/she feels they have exhausted all verbal interventions and wants security to either verbally intervene or to restrain and remove the PVP from the area.

In the event the person attempts physical violence toward any of the team members, security should immediately move in and physically restrain the person and prevent anyone, including the violent individual, from being injured.

PHYSICAL INTERVENTION Once the decision is made to intervene physically, security officers should: • Respond without hesitation or guilt, and with the idea that you are really helping the person. • If possible, plan the manner in which they are going to “secure” the disruptive person. • If possible, have five officers present. One officer should be assigned to each arm and each leg with the remaining officer responsible for controlling the person’s head in the event he/she attempts to bite.

When responding to a situation that requires physical intervention the officers must: ü Maintain a caring and concerned attitude. ü Refrain from taking the disruptive person’s verbal and physical abuse personally. ü Continue to work as a team throughout the crisis and until the goal is reached of securing the environment. ü If time permits, remove personal items that may get broken such as watches, glasses, jewelry, etc. REMEMBER …

• How you stand move can aid in a fast response if struck by a disruptive person. • Without special training, it is natural to respond with techniques that may not be effective or non -offensive.

Legally, you must demonstrate that every effort has been made to control the situation using nonoffensive physical control techniques (actions which attempt to restore accepted behavior without the use of physical force, e. g. , holding hands up, palms open while talking to the person; gently placing a hand on the person’s shoulder; motioning for a person to sit while requesting the same), prior to using any techniques which might be construed as offensive such as punching, kicking, full nelson, etc.

• Non-offensive techniques are designed to minimize risk of injury to both the disruptive person and the staff. • Any technique which by design causes pain or discomfort such as a full nelson, pressure points, etc. should be considered offensive. • You do have the right to protect your life. • Be aware of surroundings – anything the person may try to use as a weapon.

• Always try and call for back-up before giving ultimatums to the disruptive person. • Use only that amount of force necessary to effectively control the situation. • By gaining control of the person’s wrist, you in effect can manipulate the movement and balance of the individual. • Use the element of surprise whenever possible. • Your first priority is to free and protect yourself so you can intervene.

WHAT CAN AN EMPLOYER DO? • Adopt a workplace violence policy and prevention program and communicate both to the employees. • Provide regular training in preventive measures for all new/current employees, supervisors and managers. • Support victims of workplace or domestic violence. • Adopt and practice fair and consistent disciplinary procedures.

• Foster a climate of trust and respect among workers and between employees and management. • When necessary, seek advice and assistance from outside resources, including threatassessment psychologists, psychiatrists, and other professionals, social service agencies and law enforcement.

WHAT CAN EMPLOYEES DO? § Follow an employer’s preventive polices and practices. § Become aware of and report violent or threatening behavior by coworkers or other warning signs. § Follow procedures established by workplace violence prevention programs.

PLANNING ü Management must support the plan. ü A good plan must be tailored to the needs of each individual site. ü A plan must be proactive. ü A plan should take into account the workplace culture; workplace atmosphere, relationships, traditional management styles, etc. ü A plan will be most effective if it is based on a multi-disciplinary team approach incorporating expertise from a number of perspectives.

ü Managers should take an active role in communicating the workplace violence policy to employees. ü Practice your plan! ü Reevaluate, rethink and revise.

COMPONENTS OF A WORKPLACE VIOLENCE PREVENTION PROGRAM § A statement of the employer’s no threats and violence policy and complementary policies such as those regulating harassment and drug and alcohol use § A physical security survey and assessment of premises § Procedures for addressing threats and threatening behavior § Designation and training of an incident response team

§ Access to outside resources, such as threat assessment professionals § Training of different management and employee groups § Crisis response measures § Consistent enforcement of behavioral standards, including effective disciplinary procedures

THREATS AND THREATENING BEHAVIOR Dealing with threats and/or threatening behavior – detecting them, evaluating them, and finding a way to address them – may be the single most important key in preventing violence. Any workplace violence strategy must include measures to detect, assess and manage threats and behavior.

Threat – “An inappropriate behavior, verbal or nonverbal communication, or expression that would lead to the reasonable belief that an act has occurred or may occur which may lead to physical and. or psychological harm to the threatener, to others, or to property. ” “Any verbal or physical conduct that threatens property or personal safety or that reasonably could be interpreted as an intent to cause harm. ”

IDENTIFYING AND REPORTING THREATS AND THREATENING BEHAVIOR § Encourage reporting by creating a climate in which safety is the common goal for all employees. § Inform employees where and what to report. Suggestions: 1. Designated office or person to whom complaints are directed. 2. A hotline number or suggestion box for employees who prefer to remain anonymous. 3. Publicize the reporting system on bulletin boards, employee newsletters, and in notices distributed with paychecks. § Provide training to help employees detect warning signs.

THREAT ASSESSMENT A good threat assessment will thoroughly analyze: ü The exact nature and context of the threat and/or threatening behavior. ü The identified target (general or specific) ü The threatener’s apparent motivation. ü The threatener’s ability to carry out the threat. ü The threatener’s background, including work history, criminal record, mental health history, military history, and past behavior on the job.

THREAT MANAGEMENT The goal of threat assessment is to determine how serious a threat actually is and decide what is the best action to take in each case. Some cases will require immediate action (i. e. , call the police) and others may only lead to referrals for counseling.

Because many acts of workplace violence are actually extensions of domestic violence, employers and employees should be alert to the following behaviors which may suggest victimization. • Tardiness or unexplained absences • Frequent and often unplanned use of leave time • Anxiety • Lack of concentration • Change in job performance • A tendency to remain isolated from coworkers or reluctance to participate in social events

• Discomfort when communicating with others • Disruptive phone calls or e-mail • Sudden or unexplained requests to be moved form public locations in the workplace, such as sales or reception areas • Frequent financial problems indicating lack of access to money • Unexplained bruises or injuries • Noticeable change in makeup (to cover up injuries) • Inappropriate clothes (e. g. , sunglasses worn inside building, turtleneck worn in summer)

• Disruptive visits from current or former intimate partner • Sudden change of address or reluctance to divulge where he/she is staying • Acting uncharacteristically moody, depressed or distracted • In the process of ending an intimate relationship; breakup seems to cause the employee undue anxiety • Court appearances • Being the victim of vandalism or threats American Bar Association Commission on Domestic Violence; A Guide for Employees: Domestic Violence in the Workplace (Washington, D. C. : 199)

Portions of this slide presentation were taken from: Workplace Violence: Issues in Response Critical Incident Response Group National Center for the Analysis of Violent Crime FBI Academy, Quantico, VA U. S. Department of Justice June, 2002 Bureau of Security and Investigative Services