Managing
Threats of
Violence:
Best Practices
Using EAP in
High-Risk
Situations
Matt Verdecchia, MS, CEAP
Senior Trainer/Organizational Development,
EAP+Work/Life Services
Matt has more than 30 years of experience in the
behavioral health field and focuses on the
development and delivery of training programs at
all organizational levels, risk assessment and
consultation, and mediation.
1
Purpose of this Presentation
Make you fully
aware that no one
is immune to acts
of violence
Minimize
the probability
of violence
occurring
Provide
some basic
diffusion
techniques
2
Goal:
Not to resolve violence, but minimize the risks
through Prevention and Education.
3
Statistics & Factors
5
6
7
8
Women will
leave an abusive
relationship at least
7 timesbefore they
leave for good.
9
Women will
leave an abusive
relationship at least
7 timesbefore they
leave for good.
.
10
Women will
leave an abusive
relationship at least
7 timesbefore they
leave for good.
.
11
Women will
leave an abusive
relationship at least
7 timesbefore they
leave for good.
.
12
Women will
leave an abusive
relationship at least
7 timesbefore they
leave for good.
.
External Factors
• Fragmentation of family structure
• Easy access to weapons
• TV/media
• Society
• Drug/alcohol abuse
• Unstable economy
• Domestic disputes that spill over to the workplace
• “Multi-culturalism”
13
Internal Factors
• Layoffs/downsizing/insensitive terminations
• Rigid management styles
• Workplace stress
• Lack of individual responsibility: Employee
does not feel as valued as their output
• Feeling of “not being heard or understood”
• “Multi-culturalism”
• Office romances
14
All of these factors can
lead to stress,
which raises the
probability of
violence occurring
15
16
Why Don’t People/Employees Report
Suspicions?
• Fear of becoming a target
• Fear of retaliation
• Don’t want to get involved
• Feel they won’t be supported
Why Don’t We See What is in Front of Us?
• Can’t believe or refuse to believe what they are seeing
• Minimize the risk
• Don’t want to appear “silly; stupid, over-reacting…”
We must become more aware of our surroundings and of things that:
LOOK OUT OF PLACE
17
Who Poses a Risk ?
• Disgruntled employees
• Domestic disturbance
• Delusional person (Untreated Emotional Illness)
• Random individuals or groups not (always) associated with
organization
• HOWEVER…The majority of Active Shooters historically have been
current of former employees or students
• See something…Say something
18
Early Warning Signals
• Non-verbal cues (e.g., clenched fist, white knuckles)
• Fascination with weapons/guns
• Excessive interest in (and fascination and understanding of)
tragedies (e.g., Oklahoma City bombing)
• Conditional or hidden threats
• Feelings of being victimized/paranoia
• New or increased source of stress at home or work
19
Warning Signals
• Throwing/kicking/punching/screaming (at things)
• Crying excessively at work
• Domestic disputes
• Office romances
• Poor interpersonal relationships
• Drug and alcohol abuse
20
• Direct threats
• Physical Altercations
• Escalation of early indicators/earning signals
(time/duration/intensity)
REMEMBER: Violent individuals exhibit a pattern of behavior over a
period of time. They thrive on making others uncomfortable
Their whole reason for existing and self esteem is dependent on the
job
“No Brainers”
21
Remember One Thing About Threats
A THREAT ……
IS A THREAT ……
IS A THREAT!
22
It’s OK to be angry!
23
Diffusion Techniques
Diffusion Techniques:
Personal Conduct to Minimize Violence
• Be an empathetic listener
• Focus your attention on
the other person
• Maintain a relaxed yet
attentive posture
• Ask for small favors
• Establish ground rules
• Use delay tactics
• Be reassuring and point
out choices
• Ask for his/her recommendations
• Arrange yourself
25
Characteristics of a Supportive Supervisor
• Frequent communications
• Clearly-defined expectations
• Reaches out for support
• Informs HR/Security
• Seeks assistance from Health Advocate
• Follows up
26
Characteristics of a Non-Supportive
Supervisor
• Demeaning
• Uses sarcasm
• Demoralizing
• Looks the other way
• Friendship overrides supervision
• Handles issues by themselves
27
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Questions to ask yourself before confronting
a potentially violent employee
• Are all contingency plans in place?
• Do we have a back-up plan?
• What job action do we want to use
with the employee?
• Who else do I need to partner with
before taking action (i.e. HR, EAP,
Security)
• Where will the intervention
take place?
• When will the intervention
take place?
• Who else will participate in the
intervention?
• What is my “gut feeling” about this
person acting out?
• Am I comfortable with the plan
of action?
29
What Resources are Available?
• Your intuition
• Threat Assessment
Team (TAT)
• Peers
• Human Resources
• Security
• Health Advocate
• Domestic Violence Center
• WorkPlacesRespond.org
• 911
• Other
30
Planning, Resources
& Expectations
Action Plan
• Do you have a violence policy that addresses threats?
• Domestic violence?
• Resources (internal and external)?
• Consequences?
• Do you have awareness materials posted throughout the organization
(i.e. hotline numbers in restrooms)?
32
Prepare a Response Plan
Work with management to:
• Analyze past incidents
• Assess the potential for violence
• Assess preparedness
33
Questions & Answers
Thank youMatt Verdecchia, MS, CEAP
Senior Trainer/Organizational Development
EAP+Work/Life Solutions
484-885-2611