Prevention of Workplace Violence Training Fire District Association of California April 6-8, 2016 Presented By: Don Lyon Lyon & Associates Inc. 303-810-0165
The only thing harder than explaining why you need to prepare for a disaster. is explaining why you didn t
What is a Crisis.. A sudden, unexpected event causing death and injury, and operational and economic paralysis.
What is a Crisis. A situation that you are not prepared to handle due to emotional and psychological stress, in combination with a lack of institutional knowledge and training.
Statistics 65% of those injured or killed in the workplace are employees, not managers.
The Nature of Violence There is not a single variable capable of predicting violence. In the absence of disconfirming evidence, one can tentatively assume that the profile characteristics are additive. That is, the more traits or behaviors a person has, the greater the probability that they may act violently.
Types of Violence Intimidation Threats Harassment Verbal Abuse Sexual Abuse / Harassment / Indiscretion Racial Tensions Stalking Domestic Abuse Physical Abuse
Perpetrators of Workplace Violence Employees Former Employees Customers/Suppliers/Clients Criminals Family Members Psychologically Challenged Individuals Domestic Abusers Stalkers Terrorist
Why? How You Got Into the Problem, How to Get Out! Reason One: We hired them. Reason Two: We did not train our supervisors to manage correctly. Reason Three: We did not fire them when it was easy.
Why? Macro Economics: Down-sizing/Rightsizing Micro Management Abusive Management & Work Environment History of Tolerating Violence Job or Responsibility Change
The Nature of Violence Violence Results From Frustration Violence Is Usually Caused By A Breakdown In Communication All Parties In A Conflict Usually Feel Threatened And Believe They Must Protect Their Position The Key Is To Identify The Cause Of The Frustration And Establish Communication
Characteristics of Potentially Violent People The Violent Person Often: Blames Others For Their Errors/Mistakes Doesn t Accept Responsibility Feels Entitled Holds Grudges Is Frequently Angry Is Depressed Doesn t Accept Criticism Well
The Rules Angry/Aggressive Individuals Do Not Follow The Rules. They Behave Proactively And Can Easily Control The Situation. They Feel Powerful because They Do Not Abide By Any Regulations Or Policies.
Conflict Management The Line in the Sand Dealing with the Potentially Violent Individual
It s All About ACCOUNTABILITY and CONSEQUENSES
The Nature of Violence History Of Violence Poor Impulse Control Warning Signs Fascination With Guns Or Other Weapons Fascination With Violence And Violent Events Evidence of Possible Substance Abuse Unshakable Depression Evidence of Serious Stress in Employee s Personal Life Impact On Manager s Time
The Nature of Violence Violence Results From Frustration Violence Is Usually Caused By A Breakdown In Communication All Parties In A Conflict Usually Feel Threatened And Believe They Must Protect Their Position The Key Is To Identify The Cause Of The Frustration And Establish Communication
Employer The Nature of Violence Precursors Failure To Train New Managers Failure To Listen Failure To Pay Respect Failure To Show Appreciation Lack Of Reward Failure To Take The Time - Make The Time To Know Your People Failure To Address An Employee Problem Immediately
The Nature of Violence Contributing Factors Drugs & Alcohol Distribution Reliance Economy Work Stability Personal Finances Domestic Relations Abusive Divorce
Professional The Nature of Violence Triggers Job Loss Disciplinary Action Perceived Rejection Confrontation Personal Family Difficulties Financial Difficulties Psychological Problems
The Nature of Violence Warning Signs Noticeably Changed Behavior Ominous Threats Increasing Belligerence Angry Outburst Extreme Disorganization Obsessions Suicidal Comments or Threats
Characteristics of Potentially Violent People The Violent Person Often: Blames Others For Their Errors/Mistakes Doesn t Accept Responsibility Feels Entitled Holds Grudges Is Frequently Angry Is Depressed Doesn t Accept Criticism Well
The Nature of Violence Warning Signs Attendance Problems Decreased Productivity Inconsistent Work Patterns Poor On-The-Job Relationships Concentration Problems Safety Issues Poor Health And Hygiene Unusual/Changed Behavior
IDENTIFYING THREATS HOW ARE THEY TALKING? Respectful Negative Abusive Derogatory Threatening WHAT IS THEIR VOICE TONE? Normal Loud Angry Rageful Mimicking WHAT IS THEIR BEHAVIOR LIKE? Compliant Passive Resistive Active Resistive Assaultive Deadly Assaultive
STRATEGIC CONSIDERATIONS WHEN DEALING WITH DIFFICULT PEOPLE YOUR PERCEPTION OF THE SITUATION Verbally and Non-Verbally Compliant and Cooperative Verbally Negative while Non-Verbally Compliant Verbally Assaultive while Non-Verbally Compliant Verbally Negative and Non-Verbally Non- Compliant Verbally Assaultive and Non-Verbally Non- Compliant Non-Verbally Assaultive ACTION TO BE TAKEN Use normal modes of communication Use psychologically based communication Use hard style verbal tactics Use hard style verbal tactics and ACT ACT ACT
Warning Signs Nonverbal Communication Trembling Sweating A Red Face Crossed Arms Clenched Jaws or Fists Shallow Breathing Glaring or Avoiding Eye Contact. Sneering Pacing the Floor
Warning Signs Verbal Abuse/Assault THE MORE THE LANGUAGE DETERIORATES AND BECOMES OFFENSIVE, THE GREATER THE RISK FACTOR
Behavior and Threats Category One Veiled: I don t know what I m capable of doing, or, I learned how to kill in the military Category Two Conditional: If I lose my job you will pay for it, or, If you fire me, I ll go home and kill my kids Category Three Direct: I m going to kill my supervisor
Behavior and Threats Verbal Abuse/Assault Negative Complaining, Pessimism And Negative. Nothing Ever Changes Around Here. Abusive Upset And Distraught, Escalating To Name Calling And Blaming Others
Behavior and Threats Verbal Abuse/Assault Derogatory Vulgar, Racist, Sexist, And Slanderous. Puts Down Others And/Or Ideas. Assaultive Threatening Or Attempting To Intimidate. Threats Of Physical Assault, Sabotage Or Death.
Level l Behavior and Threats: The Time Syndrome Improper Behavior & Communication Level II Threats & Intimidation Level III Property Damage Harassment Physical Abuse Murder
Levels of Violence Level One Refuses To Cooperate With Supervisor Spreads Rumors And Gossip To Harm Others Consistently Argues With Others Belligerent Toward Clients/Customers Makes Unwanted Sexual Comments
Level Two Levels of Violence Argues Increasingly With Customers, Vendors, Co-Workers And Management Refuses To Comply With Company Policies Sabotages Equipment And Steals Property For Revenge Verbalizes Wishes To Hurt Co-Workers And/Or Management Sends Sexual Or Violent Notes To Co-Workers And/Or Management See Self As Victimized By Management
Level Three Levels of Violence Frequent Displays Of Anger Resulting In: Suicidal Threats Specific Violent Threats Physical Fights Destruction Of Property Utilization Of Weapons To Harm Others Commission Of Murder, Rape And/Or Mass Murder
Domestic Abuse Warning Signs of Abuse Withdrawal - Seeks Isolation Numerous Or Unexplained Absences Deterioration Of Productivity Receives Many Personal Telephone Calls And Appears Distraught Extensive Bruising And/Or Injuries With Implausible Explanations
Stalking ( ROMANCE OBSESSION/ THE DEADLY OBSESSION) Willful, Malicious And Repeated Following And Harassment Combined With The Credible Threat Intended To Make The Victim Fear Death Or Serious Injury The Target May Be A Girlfriend, Ex- Spouse, Or A Stranger
Survival Strategies When Workplace Violence Is Occurring Get Out/Get Away Barricade Yourself Concealment Play Dead Attack
Unconfronted Disruptive Behaviors Will Either Continue And/Or Increase
Controlling the Potentially Violent Situation
Conflict Resolution (1) The Problem Is Always Bigger Than You Think (2) Position Yourself Physically Mentally (3) Listen! (4) Use The Silence (5) Talk Lower and Slower Don t Do Anything That Will Bring Harm to You or Others!!!!!
Conflict Management The Approach and Initial Confrontation Already At Disadvantage Approach With Caution Never Assume Familiarity Plan Ahead Get Attention Of Disputant Maintain Position Of Neutrality Never Take Sides Know Your Limitations
Conflict Management Points of Potential Failure Failure to plan ahead Not realizing personal limitations Not being sincere Repeats or overuse of techniques Siding with disputant Failure to control personal frustration Not using a balanced approach Use of unfamiliar techniques or flippant Over control of situation Simplification of situation
Conflict Management Meeting the Needs of the Disputant(s) Listen Gain Control Through Self-Control Posture Your Behavior Evident Concern Humanize the Incident Positive Response Project Anticipated Outcome of Incident Remember the most critical step in conflict management is separation. Verbal Barriers Physical Barriers
Conflict Management The Steps of Conflict Resolution STAY CALM Alert others Maintain separation Try to develop control soft authority modeling evident concern Distraction Reframing Resolution or Referral
Conflict Management The Call for Assistance Timing is Everything! Disputant(s) Perception Unrealistic Inability to Cope with Situation Foreseeable Escalation of Event Disputant(s) Disassociation Failure to Resolve
Conflict Management Interacting with the Difficult Employee Make Evaluations Complete Inform Completely and Straightforward Be Specific, Do Not Generalize Make Discussions Future-Based
Controlling the Potentially Violent Situation
Control Option A - Violence Potential May Exist Or A Veiled Threat Has Been Made, But No Immediate Danger Potential Main Goal Assess the Threat Potential and Take Appropriate Action Procedural Considerations: Have Previously Developed Policies On Threats And Violence Investigate The Allegations Confront and/or Check Out The Allegations With The Potential Perpetrator Document The Incident
Control Option A Procedural Considerations: (Continued) Provide Information And Documentation To The Threat Assessment/Violence Management Team Have A Rapid Means For Intervention And Consequences If Incident Is Substantiated Initiate Post Incident Action Plan
Control Option B An Immediate Threat Exists Main Goal Control or Remove the Threat by Limiting Access of the Perpetrator to all Facilities and Notifying Targets Procedural Considerations: Assess Violence Potential By Evaluating The Potential Perpetrator And Interviewing Collaterals Add Additional Security As Necessary Initiate Post Incident Action Plan
Control Option B Procedural Considerations: (Continued) Have Previously Developed Safety and Evacuation Plans, Along With Notification of all Emergency Services Agencies Activate Threat Assessment/Violence Management Team
Control Option C Violence is Occurring or Has Occurred Main Goal Contain the Area and Control Casualties Procedural Considerations: Have Previously Developed Safety and Evacuation Plans, Along With Notification of all Emergency Service Agencies Activate Threat Assessment/Violence Management Team
Control Option C Procedural Considerations: (Continued) Have a Rapid Means for Notification of Employees and Others Who Are In the Target Zone Keep Plans Simple Initiate Post Incident Action Plan
EMPLOYEE REACTION TO A CRITICAL EVENT STAGE ONE: CRITICAL INCIDENT Shock Disbelief Numbness PHYSICAL REACTIONS Heart Rate Increases; Perceptual Senses Become Heightened or Distorted; Adrenaline Levels Increase
EMPLOYEE REACTION STAGE TWO: IMPACT STAGE Confusion and Information Void:: Anger Rage Fear Terror Grief Sorrow Helplessness Guilt Depression Withdrawal
EMPLOYEE REACTION STAGE THREE: RECONCILLIATION Tries To Make Sense Out Of The Event Tries To Understand The Incident Impact Tries To Reach Closure Of The Event Employees Experience a Series Of Losses Immortality and Invulnerability Safety and Security Control Over Life
Lessons Learned Critical Incident Plan Integration of Emergency Services Comprehensive Training Recovery Protocols
Policy Read and Acknowledge Thanks for Listening!
DISCLAIMER The purpose of this workshop material is to help educate employers, employees and others about ways to reduce risks and injuries from criminal acts. It is not intended as a substitute for a specific security program tailored to any particular work environment. Lyon Associates,Inc., and the company we represent, assume no liability for any use of this information. Nothing in this presentation shall be construed to supersede, or in any manner affect and/or interrupt any federal, state or local civil/criminal law. The content of this information is strictly the opinion of the presenter, and is not representative of any other person or company.
How To Contact Us: Donald W. Lyon Lyon Associates, Inc.. 303-810-0165