1 preventing and managing workplace violence employee education stephen d. hart, ph.d. proactive...
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Preventing and ManagingWorkplace Violence
Employee Education
Stephen D. Hart, Ph.D.Proactive Resolutions Inc.
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Why Educate?
Three concerns:Humanitarian
Negative impact on well being of staff, clients
Economic Costs money, bad publicity
Legal Statutory and common-law requirements
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Goals of Education
Give employees the knowledge and skills to:
Recognize warning signsEnsure the physical safety of staff and
clients once warning signs are evidentReport and document the presence of
warning signsEnsure that victims receive adequate
follow-up
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Definition
Actual, attempted, or threatened physical harm of an employee or the employee’s family, friends, or property Includes fear-inducing behavior Unique social context
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Continuum
Violence usually is the end result of an escalation of conflictual behavior
•Tantrums•Insults•Swearing•Shouting
•Verbal threats•Destruction of property
•Threats with weapons•Assault•Homicide
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Cause
The cause of workplace violence is a decision to act violently Conscious, deliberate, and goal-directed The nature of the decision and the way
in which it is made are influenced by a host of biological, psychological, and social factors
Corollary: People can choose not to be violent
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Who and Why
Perpetrators fall into four major groups Strangers, clients, co-workers, family or
friends of co-workersMotives fall into four major categories
For-profit, conflict (“grudge”), relationship problems, romantic (sexual) obsessions
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For-Profit
Context is retail or financial businessPerpetrator is a strangerMotive is material gainNo direct warning signs, but:
People loitering near the business, increase in local crime rate
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Conflict
Context is health or social servicePerpetrator is an acquaintance, such as
a disgruntled client or co-workerMotive is to communicate distress in
response to a perceived wrongWarning signs:
Escalating conflict, aggression, violence; extreme stress, emotional or mental problems
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Relationship Problems
Perpetrator is current or former intimate partner of a female co-worker
Motive is to re-establish or protest termination of relationship
Warning signs Recent relationship break-up, history of
spousal violence, harassing behavior, extreme stress, emotional or mental problems
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Romantic Obsessions
Perpetrator is co-worker — possibly single, lonely, male
Motive is to establish intimate relationship
Warning signs: Inappropriate interest in co-worker,
emotional or mental problems
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Warning Signs: Summary
Loitering strangers Increase in local
crime rateEscalating conflictRelationship conflictsRomantic obsessionsExtreme stressEmotional or mental
problems
Insulting, discriminatory comments or behavior
Violent thoughts or fantasies
Bringing weapons to the workplace
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Principles of Intervention
Recognizing context to maximize options Violence is an interpersonal act Decisions to act violently are influenced
by a individual, interactional, organizational, and extra-organizational factors
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Individual
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Interactional
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Organizational
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Extra-Organizational
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Principles of Intervention
Prevention Preventing conflict is easier and
cheaper than responding to violence Preventing further violence is easier and
cheaper than dealing with the aftermath of violence
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Prevention
Dynamic security Risk analysis
Hazard accounting
Employee educationRecognize warning signs
“Straight Talk” Respectful workplace policy
Conflict management procedures
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Prevention (cont.)
Static (physical) security Visibility Surveillance Barriers Memory aids
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Principles of Intervention
Proportionate response Employers must do all that is necessary
to prevent (further) violence Employers must not infringe rights or
freedoms more than is necessary to prevent violence
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Response
Workplace violence policy Employee education/training
Respond to warning signs to ensure safety
Documentation and reporting proceduresOral and written
Crisis management procedures Liaison with law enforcement and private securityThreat management team
Follow-up services
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Response (cont.)
Response options Corrective
Assessment, conferencing, mediation, arbitration
RetributiveCensure, discipline, suspension
IncapacitativeDismissal, referral to police
Response plan should always include monitoring (follow-up)
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Contact Information
Stephen D. Hart, Ph.D.Director, Training and DevelopmentProactive Resolutions Inc.
Canadian Office3260 Pleasant StreetRichmond, BC V7E 2P2Tel: 877-585-9933 / Fax: 604-275-8264