Violence Intervention

1

• Violence Intervention
• Recognizing and Defusing Violence
• in the Workplace

2
Workplace Violence

• The Statistics
• 1 in 4 workers will be involved in WPV incident
• 1 in 5 workers are experiencing depression
• Homicide is 1 cause for women dying in workplace
• Homicide is 2 cause for men dying in workplace
• Most Dangerous Sites
• Healthcare facilities
• Courts
• Other Service industries
• Taxi/Retail Establishments

3
Litigation Involving Workplace Violence

• Average Cost per incident - 250,000
• Average Cost of Homicide Settlement - 1.2 Million
• Trial value doubles these figures
• 1 in 6 Assaults occur in the workplace
• 111,000 incidents of workplace violence costs 4.2
  billion dollars

4
WHAT DO WE MEAN BY WORKPLACE VIOLENCE?

• Employer-directed violence.An employee engages
  in violence against an employer, manager, or
  supervisor.
• Domestic-related violence.A romantically
  disaffected partner or would-be partner strikes
  out against the love target
• Property-directed violence.These are employee
  acts against employers designed to damage company
  property.
• Commercial-directed violence.A non-employee
  perpetrates events, including theft of money
  or property, that also involve violence.

5
Miscellaneous Factors

• Role of Media
• Substance Abuse/Inhibitions
• Role of Family
• New Business Practices
• Mental Illness
• Suicide by Cop
• MANAGEMENT STYLE

6
PROFILING

• Actuarial Studies
• Characteristics Common to Those Who Commit
  Violence
• No One Can Say...
• How Many People With Same Characteristics Never
  Display Inappropriate Behavior?

7
WORDS OF WISDOM

• There are no absolutes
• The best predictor of future violence is past
  history
• No test accurately predicts violence
• Workforce tends to mirror society

8
Behavioral Characteristics
9
WARNING SIGNS OF AN EMOTIONALLY ENRAGED EMPLOYEE

• EXCESSIVE ABSENTEEISM
• INCREASED IMPACT ON SUPERVISOR TIME
• DIFFICULTY IN CONCENTRATION
• REDUCED JOB EFFICIENCY
• INCREASED HEALTH AND SAFETY HAZARDS
• DETERIORATING HYGIENE HABITS
• TEMPER TANTRUMS
• OVER-SENSITIVE
• RECENT SIGNIFICANT LOSS
• COURT CASE
• EXPRESSION OF PLAN OR INTENT TO HARM

10
THE WORKPLACE AVENGER

• Usually a white male in his 30s or 40s
• Has lost his or her job or perceives that he or
  she soon will lose his or her job
• Sense of identity usually is bound up in his or
  her job
• Has a history of people problems- conflicts with
  co-workers or supervisors or both
• Usually a loner
• Has difficulty accepting authority

11
THE WORKPLACE AVENGER

• Has a tendency to blame others for his or her
  problems
• Threatens fellow employees or supervisors
• May have a history of substance abuse
• Has a fascination with weaponry
• Has a history of depression, paranoia, and
  violence or encounters with violence
• Talks about past incidents of violence
• Works in a company with an authoritarian,
  top-down style of management which manages by
  intimidation or coercion

12
MENNINGERS TRIAD

Suicidal Ideations
Homicidal Ideations
Suicide by Cop
13
BEHAVIORS
14
INTENT

• Fear
• Intimidate
• Punish
• Alarm
• Terrorize
• Anger
• Emotional Distress
• Rape Victim Syndrome

15
BEHAVIORS

• STALKING
• Watching
• Following
• Meeting
• THREATS
• Direct
• Implied
• Credible
• INAPPROPRIATE COMMUNICATIONS
• News Clippings
• Signed With Body Fluids
• Sadomasochistic

16
BEHAVIORS (con't)

• Phone Harassment
• Hang Ups
• Breathing
• Distorted Voices
• Recorded Sounds
• Obscene, Lewd , Lascivious
• Continual Ringing
• Allows Phone to Be Used
• Violation of Restraining Orders
• Confine or Restrain Victim
• Block Egress
• Physically Detain

17
BEHAVIORS (con't)

• Intrusion of Privacy
• Advertisements
• Videos
• Pictures
• Letters
• Recordings
• Medical Records
• False Impersonations with Intent to Harass
• Credit
• Police
• Public Officials
• Medical

18
BEHAVIORS (con't)

• Correspondence Harassment
• Letters
• Subscriptions
• Packages
• COD's
• Unwanted Purchases / Services
• Magazines
• Pizzas
• Flowers
• Home Repair
• Life Insurance
• Religious Inquiries
• Charities

19
BEHAVIORS (cont..)

• Symbolism
• Black Roses
• Dead Animals / fish
• Graffiti
• Crosses
• Hangman's Noose
• Excrement
• Mutilated Dolls Etc..

20
Domestic Violence...

• Spills over into the Workplace endangering the
  targeted victim and his/her
• co-workers

21
Men fear most that women will laugh at them

• Women fear most that men will kill them

22
LEVELS OF VIOLENCE
23
LEVELS OF VIOLENCE
LEVEL ONE

• Refuses to cooperate with immediate supervisor
• Spreads rumors and gossip to harm others
• Consistently argues with co-workers
• Belligerent toward customers
• Constantly swears at others
• Makes unwanted sexual comments

24
LEVELS OF VIOLENCE
LEVEL TWO

• Argues increasingly with customers, vendors,
  co-workers, and management
• Refuses to obey company policies
• Sabotages equipment and steals property
• Verbalizes wishes to hurt co-workers and/or
  management
• Writes sexual or violent notes to co-workers
  and/or management
• Sees self as victimized by management (me against
  them)

25
LEVELS OF VIOLENCE
LEVEL THREE

• Frequent displays of intense anger resulting in-
• Recurrent suicidal threats
• Recurrent physical fights
• Destruction of property
• Use of weapons to harm others
• Commits murder, rape, and/or arson

26
ANCHORS THAT MAY INHIBIT VIOLENCE

• SECURE FAMILY LIFE
• STABLE FINANCES
• HOME OWNER
• HOBBIES OTHER THAN FIREARMS
• RELIGIOUS LIFE
• FRIENDSHIPS
• EMOTIONALLY STABLE
• INADEQUATE MEANS OF ATTACK

27
PERSON MOST LIKELY TO COMMIT VIOLENCE

• FIXED SET OF IDEAS
• PRIOR HISTORY OF VIOLENCE
• PERCEIVED WRONGED
• HAS A PLAN
• AVAILABLE TO INFLICT INJURY - WEAPONS
• SUICIDAL WILLINGNESS TO DIE IN VIOLENT ASSAULT

28
Threat Analysis and Statement Assessment
29
THREATS

• THREATS ARE MOST OFTEN THE WORK OF DESPERATE
  PEOPLE
• SERIOUS THREATS ARE ENDGAME MOVES
• FEW THREATS ARE SPOKEN FROM A POSITION OF POWER

30
Threats

• Very frequently precedes an act of violence
• Represent an opportunity to understand the
  suspect
• Allows for corresponding intervention

31
Types of Threats
32
A. Direct Threat

• There is no misunderstanding on a specific
  target and explicit language is used

33
B. Indirect threat

• The message is vague and non-specific

34
C. Conditional Threat

• There is usually a set of terms or conditions and
  the offender gives you a way out of your
  predicament. Frequently found in extortion and
  product tampering cases.

35
D. Veiled Threat

• This is usually a threat in the future and is
  part of a long communication

36
E. Non-specific threats

• These are generally threats directed toward large
  groups or companies.

37
Emotional Stability of the writer

• The propensity for violence exists when there is
  an imbalance of emotion and reason.

38
Be concerned if there is a mixture of LUST and
RELIGIOUS themes.
39
Be concerned if the writer has specific knowledge
about the victim.

• Surveillance?

40
A threat assessment is only valid for the period
of time when the offender wrote the document!
41
Fear is a great manipulator of behavior, both
individual and collective
42
It is not possible to positively predict when
and if a person will commit an act of violence
43
THE STALKER
44
STATISTICS

• I million women in the US are stalked per year
• 370,000 men are stalking victims per year
• 90 of the male victim stalkers are male

45
The Stalkers Victim

• 38 Ordinary Citizens
• 32 Lesser known entertainment figures
• 17 Highly recognizable celebrities
• 13 Former Employer / Other professionals

46
Coping With A Stalker

• Document harassment (take videos/pictures, get
  witness statements)
• Tell neighbors/friends/family members
• Get a car phone
• Call Police each time Stalker shows up
• Ask for police drive-by and free home security
  check
• Join support group

47
MANAGEMENT
48
CAUSES OF EMPLOYEE DISENCHANTMENT

• Lack of trust
• Not being listened to
• No time to solve problems
• Office politics
• Confusion
• No time to work on bigger issues
• Not knowing whether or not you are succeeding
• Indiscriminate rules
• Boss takes credit for others ideas and work
• Scarce resources
• Believing you cant make a difference
• Meaningless job

49
MESSAGES OF EMPOWERMENT

• The job belongs to you
• You are responsible
• Your job counts
• You know where you stand
• You have some say in how things are done
• Your job is part of who you are
• You have some control over your work

50
MANAGEMENT SHOULD

• Help an employee develop and maintain
  self-esteem
• Listen and respond with empathy
• Ask for help in solving problems
• Offer help without taking responsibility
• Provide the tools for problem solving, but allow
  employees to solve the problems

51
Case Management

• Establish Primary Responsibility
• Develop Information Sources
• Constant Assessment
• Upgrade Classification as Needed
• Modify Response and Plan
• Effective Case Files
• Communicate, Communicate, Communicate

52
TERMINATION SUGGESTIONS

• Focus on positive aspect of persons future
• Help the person control their emotions
• Avoid arguments over merits of the action
• Emphasize the decision is final
• Help employee with self-doubt and loss of
  self-esteem
• Have resource persons such as counselors available

53
TERMINATION SUGGESTIONScontinued

• Managers must agree with company policy
• Managers must look and act comfortable about
  their role
• Consider benefits
• Should security be standing by
• Allow return to workstation for personal items?

54
TERMINATION SUGGESTIONS

• Treat all employees with respect and dignity
• If possible, adverse actions should be avoided
  when an employee is pregnant, undergoing divorce,
  critical illness or death in family
• Have another person when management delivers the
  bad news - preferably a Human Resource manager
• Change security codes and computer passwords
  previously used by discharged employees. Obtain
  all company property.
• Have all forms and check prepared in advance

55
EVALUATING SECURITY FOLLOWING THREATS

• Increase work-site protection
• additional police patrols
• hiring security guards
• notification of affected employees
• Increase protection to threatened employee
• relocation
• phone change
• loan of cell phone
• distress button
• Screen mail/packages
• following threats/layoffs
• Counsel potential victims about criminal/civil
  options
• Reassess threat management plan/continual
  debriefings

56
Identify Indicators of Potential Danger....

• Violence Intervention
• Strategies

57
PreVENTing Anger

• Diffuse most situations quickly by allowing the
  angry person to vent
• Dont interrupt or argue
• Dont tell the angry person to calm down
• Do set clear boundaries (listen to angry feelings
  but not allow aggressive behavior set the rules
  up in advance)
• Do set up time limits

58
As The Crisis Is Brewing Set The Tone...

• Stay Calm Yourself
• Stay in Action- Not Reaction
• Take deep breaths
• Relax your body
• Maintain a healthy attitude
• Non-defensive
• Confident, not arrogant
• Dont take yourself seriously

59
Eliminate Conflict Conditions

• Behaviors That Fuel Anger
• Lacking respect in tone or behavior
• Not looking at other person
• Making unreasonable demands
• Need to be right/close mind
• Showing favortism
• Interrupting
• Lying
• Touching/invading space
• Inconsistent

60
PLAN FOR PROTECTION

• Establish WPV policy - 80 of US companies dont
  have policy
• Secure a pre-arranged distress signal
• Establish conditions and procedures for calling
  security/law enforcement
• Outline procedures for notifying employee
  assistance providers and medical assistance
• Provide training for all staff concerning WPV/
  trauma incidents

61
TYPES OF STALKERS

• EROTOMANIA
• LOVE OBSESSION
• SIMPLE OBSESSION

62
EROTOMANIA

• 9.5
• Stalker falsely believes that the target, usually
  someone famous or rich, is in love with the
  stalker.

63
LOVE OBSESSION

• 43
• Stalker is stranger to the target but is obsessed
  and mounts campaign of harassment to make the
  target aware of the stalkers existence.

64
SIMPLE OBSESSION

• 47
• Stalker, usually male, knows target as an
  ex-spouse, ex-lover, or former boss. Begins
  campaign of harassment. Most dangerous.

65
MANAGEMENT
66
CAUSES OF EMPLOYEE DISENCHANTMENT

• Lack of trust
• Not being listened to
• No time to solve problems
• Office politics
• Confusion
• No time to work on bigger issues
• Not knowing whether or not you are succeeding
• Indiscriminate rules
• Boss takes credit for others ideas and work
• Scarce resources
• Believing you cant make a difference
• Meaningless job

67
MESSAGES OF EMPOWERMENT

• The job belongs to you
• You are responsible
• Your job counts
• You know where you stand
• You have some say in how things are done
• Your job is part of who you are
• You have some control over your work

68
MANAGEMENT SHOULD

• Help an employee develop and maintain
  self-esteem
• Listen and respond with empathy
• Ask for help in solving problems
• Offer help without taking responsibility
• Provide the tools for problem solving, but allow
  employees to solve the problems

69
Case Management

• Establish Primary Responsibility
• Develop Information Sources
• Constant Assessment
• Upgrade Classification as Needed
• Modify Response and Plan
• Effective Case Files
• Communicate, Communicate, Communicate

70
TERMINATION SUGGESTIONScontinued

• Managers must agree with company policy
• Managers must look and act comfortable about
  their role
• Consider benefits
• Should security be standing by
• Allow return to workstation for personal items?

71
TERMINATION SUGGESTIONS

• Treat all employees with respect and dignity
• If possible, adverse actions should be avoided
  when an employee is pregnant, undergoing divorce,
  critical illness or death in family
• Have another person when management delivers the
  bad news - preferably a Human Resource manager
• Change security codes and computer passwords
  previously used by discharged employees. Obtain
  all company property.
• Have all forms and check prepared in advance

72
EVALUATING SECURITY FOLLOWING THREATS

• Increase work-site protection
• additional police patrols
• hiring security guards
• notification of affected employees
• Increase protection to threatened employee
• relocation
• phone change
• loan of cell phone
• distress button
• Screen mail/packages
• following threats/layoffs
• Counsel potential victims about criminal/civil
  options
• Reassess threat management plan/continual
  debriefings

73
Identify Indicators of Potential Danger....

• Violence Intervention
• Strategies

74
As The Crisis Is Brewing Set The Tone...

• Stay Calm Yourself
• Stay in Action- Not Reaction
• Take deep breaths
• Relax your body
• Maintain a healthy attitude
• Non-defensive
• Confident, not arrogant
• Dont take yourself seriously

75
PreVENTing Anger

• Diffuse most situations quickly by allowing the
  angry person to vent
• Dont interrupt or argue
• Dont tell the angry person to calm down
• Do set clear boundaries (listen to angry feelings
  but not allow aggressive behavior set the rules
  up in advance)
• Do set up time limits

76
As The Crisis Is Brewing Set The Tone...

• Stay Calm Yourself
• Stay in Action- Not Reaction
• Take deep breaths
• Relax your body
• Maintain a healthy attitude
• Non-defensive
• Confident, not arrogant
• Dont take yourself seriously

77
Eliminate Conflict Conditions

• Behaviors That Fuel Anger
• Lacking respect in tone or behavior
• Not looking at other person
• Making unreasonable demands
• Need to be right/close mind
• Showing favortism
• Interrupting
• Lying
• Touching/invading space
• Inconsistent

78
PLAN FOR PROTECTION

• Establish WPV policy - 80 of US companies dont
  have policy
• Secure a pre-arranged distress signal
• Establish conditions and procedures for calling
  security/law enforcement
• Outline procedures for notifying employee
  assistance providers and medical assistance
• Provide training for all staff concerning WPV/
  trauma incidents