Violence in the Workplace

A few facts…

http://www.workplaceviolence911.com./Links/links.jsp?listType=1104

Facts continued

Workplace homicide is the fastest growing category of murder in the U.S., and homicide is now the leading cause of on-the-job death for women (second leading cause for men). However, the real danger (and staggering cost in both human and financial terms) is the mountain of physical and verbal violence, of which murder is just the peak (representing only 0.05% of the 2 million victims of physical workplace violence / year). [Source: U.S. Department of Justice, BJS, 7/28/98]

1 in 4 workers are attacked, threatened or harassed each year, costing: $13.5 billion in medical costs / year

500,000 employees missing 1,750,000 days work / year

41% increased stress levels

Workplace Violence is decreasing but still

serious

Perpetrators of Workplace Violence

POSTALProfile + Observable Warning Signs + Shotgun +

Triggering Event = Always Lethal

Predicting violence?Going p-o-s-t-a-l

Profile– mood, personality, behavior

• History of violence-- toward vulnerable people, women, children, animals

• Loner-- withdrawn, feels nobody listens to him, views change with fear

• Emotional problems-- substance abuse, depression, low self-esteem

• Career Frustration-- either significant tenure on the same job, career plateau, migratory job history

• Antagonistic relationships with others

• Obsessional behavior-- weapons, other acts of violence, romantic/sexual stalking, zealot (political, religious, racial), the job itself, neatness and order

• Conduct/adjustment profile: antisocial, narcissistic, borderline personality disorders

• Actor behavior: acting out in anger, such as pounding on desks

• Fragmentor behavior: taking no responsibility for problems or blaming problems on others

• Me-first behavior: doing things that suit themselves even to the detriment of the company, colleagues, or customers

• Mixed-messenger behavior: undermining others behind their backs while appearing to be nice in person

• Wooden-stick behavior: refusing to adapt to changes or attempting to control others

• Escape-artist behavior: handling stress through lying or alcohol or drug dependency

• Shocker behavior: exhibiting changes in behavior or acting out of character

• Stranger behavior: acting remotely, using poor social skills or poor personal hygiene, or being fixated on an idea or person. (McClure Associates)

8 Types of behavior related to high risk employees

• Violent and Threatening Behavior, hostility, approval of the use of violence

• "Strange" Behavior, e.g., becoming reclusive, deteriorating appearance/ hygiene, erratic behavior

• Emotional Problems, e.g., drug/alcohol abuse, under unusual stress, depression, inappropriate emotional display

• Performance Problems, including problems with attendance or tardiness

• Interpersonal Problems, e.g., numerous conflicts, hyper-sensitivity, resentment

• "At the end of his rope", e.g., indicators of impending suicide, has an unspecified plan to "solve all problems“

• Access to, fascination and familiarity with weapons (means)

Observable Warning Signs (often newly acquired negative traits)

• Being fired, laid off or suspended; passed over for promotion

• Disciplinary action, poor performance review, criticism from boss or coworkers

• Bank or court action (e.g., foreclosure, restraining order, custody hearing)

• Benchmark date (e.g., company anniversary, chronological age, Hitler's birthday (as was the case for Columbine)

• Failed or spurned romance; personal crisis (e.g., divorce, death in family)

Triggering Event (the last straw, no way out, no more options)

The “Duluth Model” of domestic violence prevention is recognized and used nationally. In this application it has been revised for workplace use.

Mid-year in 2000, 17 bills have been introduced in 12 states.  So far, two have become law. 

• Sample Policy on Workplace Violence

You have been asked to sit on an organizational task force to develop ideas to manage the risk of workplace violence

• How can we minimize the risk of hiring people who may be prone to violence? What do we look for and where would we implement a screen?

• What are some of the experiences that employees may have that could predispose them to a violent act?

• What kind of training topics might we want for staff and supervisors?

• What procedures should we have in place in the event of a violent event?