violence prevention in the workplace - arizona
TRANSCRIPT
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.”