Workplace Violence Recognition and Prevention

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					                Workplace Violence
                Recognition and
                Prevention
                              2 Hour Training Module
    This material was produced under grant number 46D3-HT01from the Occupational Safety and Health
    Administration, U. S. Department of Labor. It does not necessarily reflect the views or policies of the U. S.
    Department of Labor, nor does mention of trade names, commercial products, or organizations imply
    endorsement by the U.S. Government.

    Educational design for these materials was conceived and directed by Dr. Jacquelyn P. Robinson, EdD,
    CFCS. The Alabama Technology Network, Auburn University, is responsible for the content.




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Some Statistics
639 workplace homicides in 2001 in the United
  States.   Bureau of Labor Statistics Census of Fatal Occupational Injuries



Assaults at work cost 500,000 employees
  1,751,100 lost days each year
Murder is leading cause of death in workplace
  for females, 2nd for males
1 of every 6 violent crimes occurs at work



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Workplace Violence:. .

 Includes violent acts or the threat of
  violence.
 Can occur at or outside the workplace.
 Ranges from threats and verbal abuse
  to physical assaults and homicide.



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The Law:
 Under the General Duty Clause, Section
    5(a)(1) of the Occupational Safety and
    Health Act (OSHA) of 1970, employers
    are required to provide their employees
    with a place of employment that "is free
    from recognizable hazards that are
    causing or likely to cause death or
    serious harm to employees".



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      Responsibility for Providing a
      Safe Workplace
    Employers have a legal duty
     and a moral obligation to
     provide a safe workplace.
    Employees have comparable
     duty and obligation to bring
     potentially violent situations to
     the attention of the company.




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Training Goal

 Heighten employee awareness of:
           The extent and potential for workplace
            violence.
           Characteristics of potentially violent
            situations.
           Options that can be taken by the
            company and individuals to reduce the
            potential for and more effectively deal
            with incidents of workplace violence.
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Types of Workplace Violence

             Violence by Strangers
             Violence by Customers/Clients
             Violence by Co-Workers
             Violence by Personal Relations




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At Risk Situations
 Exchange of money/perception of having
  money
 Working alone or in small numbers
 Working late at night or early in the morning
  hours
 Working/transporting/delivering in high crime
  areas
 Guarding valuable property or possessions



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Situations (continued)
 Working/transporting/delivering in
  community settings
 Dealing with people with a history of
  violence
 Potential weapons available
 No quick assistance from law
  enforcement
 No escape route




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 Range of Violent Behaviors
       Physical assaults
       Physical intimidation/bullying/harassment
       Threats to destroy property
       Aberrant behavior—often caused by drug
            or alcohol abuse




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 Range of Violent Behaviors (cont)
       Obscene communications or exposure
       Product tampering
       Display of weapons
       Electronic invasion of e-mail or voice mail
       Computer hacking and sabotage




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    Potential Factors Inside May
    Include:
 Anger over disciplinary action
 Anger over the loss of a job (or position or
  missed opportunity)
 Resistance to regulatory action
 Dissatisfaction with working conditions




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      Potential Factors Outside the
      Workplace May Include:
    Domestic abuse
    Drug abuse
    Road rage
    Financial problems and/or general
     economic pressures
    Declining health of self or family
     members
    Problems with children and/or parents



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        Potential Factors On Violence
        from Outsiders May Include:
 Perceived likelihood of cash or valuables
  on hand
 Product issues
 Company rules/policy on customer
  satisfaction
 Employee behavior




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 Possible Attributes of the Potentially
 Violent Individual
 Veiled or indirect threats
 Conditional threats (If I don’t get what I want,
  someone will be hurt.)
 Fascination with past violent criminals
 Intimidating comments about weapons
 Documenting others who are "causes of their
  problems" and keeping lists of these people
 Obsession with police, militaristic/survivalist
  causes
 Filing numerous grievances/complaints
 Loner personality
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Prolonged Problems that Might
Pose a Risk
 Failing personal relationship
 Increasing debt or wage garnishments
 Feelings of personal failure
 Unwillingness to ask for help
 Feelings of hopelessness




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Approaches to Violence
Prevention
    Violence from strangers or for the purpose of
     robbery can best be dealt with by physical
     security measures.
    Violence that does not involve robbery or other
     acts by strangers is usually conflict based.
               One way to avoid conflict based violence is to
                handle conflict effectively thus removing the
                cause.
               A second strategy is to help individuals better deal
                with prolonged personal problems which
                exacerbate the magnitude of conflict.


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            Most Non-Robbery Worklace
            Violence Happens When…

                     Trigger




                    Incident


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   Removing Triggers: Strategies to Help
   Resolve Workplace Problems

   Understand and identify types of conflict
   Identify personal style for resolving
    problems
   Apply the problem-solving model
   Practice effective communication
   Be alert to the behavior of all employees




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Cardinal Rule
 NEVER STRIP A
     PERSON OF
     HIS/HER
     DIGNITY




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Understanding Conflict
  Conflict happens.
  Conflict can have one or many causes.
  Managers spend approximately 20% of
   their time dealing with conflict.
  Domestic conflict can spill over into the
   workplace and vice versa.
  Conflict can occur between workers,
   between bosses and subordinates, and
   between outsiders and company
   personnel.
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Causes of Conflict

       Bad communications
       Different interests
       Personality conflicts
       Earlier unresolved conflict
       Bad treatment by one party
       Outside pressures




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5 Ways People Deal With Conflict


 Avoidance (ignoring the problem)
 Accommodation (trying to satisfy everyone)
 Collaboration (working together)
 Compromise (each party giving in a little)
 Confrontation (one side wins, the other loses)
   Higher Authority
   Power




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             Qualities of Language

            Positive                   Negative
Tells what can be done         Tells what cannot be done

Suggests alternatives &        Blames other party instead
choices to fix problem         of addressing problem

Sounds helpful &               Focuses on what cannot be
encouraging                    done
Stresses positive actions or   Stresses negative actions or
consequences                   consequences
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   Never Say
       Calm down
       It’s your fault
       I told you . . .
       Is that the best you can do
       We have no control over that
       You should/shouldn’t have
       No
       I can’t
      These are “hot-button” words that set
        angry or upset people off.
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      Preventing Violence From
      Happening on Your Watch
      Conduct a security check of your area
       periodically
      Make sure employees are trained to:
               Recognize potential risks
               Carry out emergency procedures
               Model behavior individuals expect from
                others




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Prevent Violence (continued)
             Empower employees to report potential
              problems
                 Establish open line of communication
                 Maintain strictest level of confidentiality
                 Listen to your employees
             Enforce company policies (safety,
              disciplinary procedures)
             Follow-up on reports



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  What To Do If Violence Occurs
     Maintain self-control
     Analyze situation
     Take steps to ensure safety of individuals
     Notify appropriate company officials
     Call appropriate public officials




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Role Play: Bob
1. Select players.
2. Players leave the room to learn roles.
3. Remaining trainees are given scenario.
4. Carry out role play.




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Role Play: Bob-revised
  Using the “Bob” scenario, go back in time to
   the point where the supervisor should have
   noticed some behavioral cues from Bob.
  Players: Bob, Ramjur.
  If desired: HR, Plant Manager, Bobette,
   (Bob’s wife), Bob’s co-workers.




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                 In Conclusion

Goals of this presentation were to:
      Heighten employee awareness of:
           The extent and potential for workplace violence.
           Characteristics of potentially violent situations.
           Options that can be taken by the company and
            individuals to reduce the potential for and more
            effectively deal with incidents of workplace
            violence.        This material was produced under grant number 46D3-HT01from the
                             Occupational Safety and Health Administration, U. S. Department of Labor. It


                             does not necessarily reflect the views or policies of the U. S. Department of
       How did we do?        Labor, nor does mention of trade names, commercial products, or organizations
                             imply endorsement by the U.S. Government.

                             Educational design for these materials was conceived and directed by Dr.
                             Jacquelyn P. Robinson, EdD, CFCS. The Alabama Technology Network,
                             Auburn University, is responsible for the content.
5/15/2010                                                                                               31

				
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