WORKPLACE VIOLENCE
Definition
Workplace violence is any physical
assault, threatening behavior, or
verbal abuse occurring in the work
setting
A workplace may be any location
either permanent or temporary
where an employee performs any
work-related duty
Definition
This includes, but is not limited to,
the buildings and the surrounding
perimeters, including the parking
lots, field locations, clients’ homes
and traveling to and from work
assignments
How Big Is The Problem?

Nationally
– 1 million individuals are the victim of a
violent workplace crime each year (BJS)
– This represents 15% of all violent crimes
committed annually in America (BJS)
– The 1998 National Crime Victimization
Survey estimates some 2 million American
workers are victims of workplace violence
each year.
Classifications of Workplace
Violence

Type I – Criminal Intent
– Perpetrator has no legitimate relationship to
the organization or its employees
– A crime is usually being committed in
conjunction with the violence
 Robbery, shoplifting, criminal trespassing
Classifications of Workplace
Violence (con’t)

Type II – Customer/Client
– The perpetrator has a legitimate relationship
with the organization – The recipient or
object of services provided by the affected
workplace or victim
– This category includes customers, clients,
patients, students, inmates, etc.
Classifications of Workplace
Violence (con’t)

Type III – Worker-on-Worker
– The perpetrator is an employee or past
employee of the organization who attacks or
threatens fellow past or present employees
– May be seeking revenge for what is
perceived as unfair treatment
– Includes employees, supervisors and
managers
Classifications of Workplace
Violence (con’t)

Type IV – Personal Relationship
– The perpetrator usually does not have a legitimate
relationship with the organization, but has or has had
a personal relationship with the intended victim
– May involve a current or former spouse, lover, relative,
friend, or acquaintance
– Domestic violence carried out at the workplace
– The perpetrator is motivated by perceived difficulties
in the relationship or by psychosocial factors that are
specific to the perpetrator
Indicators of Potential Workplace
Violence




Intimidating, harassing, bullying,
belligerent or other inappropriate and
aggressive behavior
Numerous conflicts with customers, coworkers or supervisors
Bringing a weapon to the workplace
(unless job related)
Making inappropriate references to guns
Indicators of Potential Workplace
Violence (con’t)
Making threats or idle threats about
using a weapon to harm someone
 Making statements showing a fascination
with incidents of workplace violence
 Making statements indicating approval of
the use of violence to resolve a problem

Indicators of Potential Workplace
Violence (con’t)
Making statements indicating the
identification with perpetrators of
workplace homicides
 Statements indicating desperation over
family, financial or other types of
personal problems
 Statements about contemplating suicide

Behavior Warning Signs of
Potential Violence




Male (80% or better)
White (75% or better)
Working age (90% or better)
Will display one or more of the following
behaviors (90% or better)
– A history of violence
– Evidence of psychosis
Behavior Warning Signs of
Potential Violence
– Evidence of drug and/or alcohol dependence
– Evidence of depression and withdrawal
– A pattern of pathological blaming
– Evidence of impaired neurological
functioning
– An elevated frustration level
– An interest/fascination in weapons
– Evidence of a personality disorder
Behavior Warning Signs of
Potential Violence
– Unexplained increase in absenteeism
– Noticeable decrease in attention to
appearance and personal hygiene
– Has a plan to “solve all problems”
– Resistance and over reaction to changes in
policies or procedures
– repeated violations of the organization’s
policies
Preventing Workplace Violence

Three general approaches to prevention
– Environmental
– Administrative/Organizational
– Behavioral/Interpersonal
Source: University of Iowa, Injury Prevention Research Center, February 2001
Preventing Workplace Violence
(con’t)

Environmental
– Adequate inside and outside lighting
– Secure entrances and exits
– Security hardware

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
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Turnstiles
Key cards
Smart cards
Biometric systems
– Physical barriers
Preventing Workplace Violence
(con’t)

Administrative/Organizational
– Programs
 Workplace Violence Plan
 Threat Assessment Team
 EAP
– Policies
 Harassment
 Workplace violence
 SOPs
Preventing Workplace Violence
(con’t)

Behavioral/Interpersonal
– Changing employee attitudes toward
security – It won’t happen to me
– Staff training – Train staff to anticipate,
recognize and respond to conflict and
potential violence in the workplace
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Personal security techniques
Non-violent crisis intervention techniques
De-escalation techniques
Communication techniques
How to report violent, inappropriate, disruptive
or threatening behavior
Special Issues for Field Forces



Need to develop specific safety guidelines
to employee’s specific situation and the
problems they are likely to encounter
Preparation of daily work plans/itinerary
(e.g. flight plan)
Maintaining periodic contact throughout
their tour of duty
Special Issues for Field Forces
(con’t)


Use of a buddy system
Need to recognize potentially dangerous
situations ahead of time, so back-up can
be secured/started or a strategy
implemented so the employee does not
go in alone
Source: U.S. Department of Agriculture, 1998
HOW TO BE
PREPARED
How To Be Prepared
Know the warning signs
that a potential threat
exists
 Know where the office and
building exits are
 Develop code words with
co-workers to indicate an
emergency or crisis
situation

FIRST ACTIONS TO
TAKE
When Faced With A
Potentially Violent Situation
Stay calm – assess the situation
 Determine the safest location
 Call 911
 Be prepared to give accurate
information and follow their
instructions
 Don’t play hero

STRATEGIES TO DEFUSE
CONFRONTATIONAL
SITUATIONS
Strategies To Defuse
Confrontational Situations
Try Not To Exhibit Anger, Fear, Or
Anxiety
Project calmness: move and speak slowly,
quietly and confidently
 Let the person vent.
 Be truthful. Maintaining credibility is very
important!

Strategies To Defuse
Confrontational Situations
Listen Carefully, Allowing A Total Airing Of The
Grievances Without Comment Or Judgment –
Maintain eye contact, indicating your full
attention and indicating respect.
 Maintain a relaxed yet attentive posture and
position yourself at a right angle rather than
directly in front of the other person
 If you talk at all, ask questions that call for long,
narrative answers that can assist in defusing the
situation.

Strategies To Defuse
Confrontational Situations

Acknowledge the person’s feelings.
Indicate that you can see he/she is upset
Allow Them To Suggest A Solution –

People will more readily agree to
resolutions they help formulate.
Strategies To Defuse
Confrontational Situations
Finally, Attempt To Forge A Win-Win
Resolution –
Saving face will be paramount to the
individual.
 Many times, people just want to be heard.
 Look for an opportunity to negotiate
bringing in outside assistance

Personal Conduct to Minimize Potential
Violence
DO NOT:
Reject all of the person’s demands from the
start
 Pose in a challenging stances such:

– Standing directly opposite someone
– Hands on hips or with crossed arms
Avoid any physical contact
 Make any sudden movements
 Challenge, threaten or dare the individual

Potential Risk Factors
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Working in isolation
Working after regular work hours
Lack of controlled access to worksite
Dealing with customers with past
violent behavior
Potential weapons (such as scissors)
easily visible and accessible
Lack of alternate escape route
Potential Prevention Measures
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Training (including de-escalation
techniques appropriate to your
industry)
Control access to worksite (e.g.,
posted restricted access, locked
doors)
Examine and address employee
isolation factors
Quick communication method to
alert security
Potential Prevention Measures

Eliminate easy access to potential
weapons

Client referral/assistance
programs

Set up worksite so employees are
not trapped from exiting

Provide security personnel

Post laws against assault, stalking
or other violent acts
Case Study
The office staff consists of 3 employees, 2 of
who spend much of their workday out of the
office. On 2 occasions, clients who came into
the office lost their tempers because they
received answers they did not like. Several
times employees who conduct business
outside the office were targets of threats and
aggressive behavior.
What would you suggest?
Case Study- Possible
Suggestions
Install a panic button in the office that
is connected to a security service.
 Install a video camera(with audio) in
the public areas to record any incident
that occurs in the office.
 Reconfigure office furniture, especially
in public areas, to maximize security.

Case Study- Possible
Suggestions
Provide personal safety training to all
employees.
 Provide employees with copies of the
laws regarding harassment, battery and
stalking
 Establish a system for employees in the
field to check in periodically throughout
the day

– I’m entering the Jones residence, and I’ll
call back in 30 minutes
Summary
There is no guaranteed prevention
program for workplace violence.
Human nature is too unpredictable,
so…
 We all need to recognize the danger
signals and act upon them before an
individual’s frustration is manifested
as a behavioral reaction.
