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Preventing Violence in   the Workplace
Workplace ViolenceViolence is the second leading cause ofdeath in the workplace.
Workplace Violence• 1980s – 760 murders
Workplace Violence• 1980s – 760 murders• 1990s – 1000 to 1600 murders
StatisticsAn estimated two million workers arephysically attacked each year.
Types of Workplace Violence
OutsidersThe perpetrator has no legitimatebusiness relationship to the workplaceand enters the workplace to commit arobber...
InsidersThe perpetrator is either the recipientor the object of a service provided bythe affected workplace or victim.
Employee ConnectionThe perpetrator has someemployment-related involvement withthe affected workplace.
Ingredients forWorkplace Violence
Mental IllnessMental illness is a core factor for thosewho commit workplace homicides.
Clinical DepressionClinical depression is the mostcommon problem seen by therapists,counselors and psychologists.
Personality DisorderPersonality has a tremendous impacton how we function in relationships, inthe world and at work.
Personality DisorderWhen the pattern of thinking andrelating deviates from the norm, thesetraits can become personality di...
PTSDIndividuals who experience PostTraumatic Stress Disorder (PTSD) havebeen exposed to a traumatic event.
Substance AbuseSubstance abuse and chemicaldependency can lead a person to aviolent action and increase paranoiaand aggres...
PsychosisA person who is psychotic has lostcontact with reality and the ability todeal with normal, daily stress.
Limited Coping SkillsLimited or nonexistent coping skillslead to the inability to deal withnormal, daily stress.
Limited Coping SkillsIndividuals will often overreact tonegative events.
Limited Support SystemsInaccessibility to adequate socialsupport systems places individuals atfurther risk for perpetratin...
Mental IllnessWorkplace violence isn’t a reflectionon society, organizations or managersbut the employee’s inability to de...
Workplace Violence  Perpetrators
Profile of a Typical Perpetrator• Male
Profile of a Typical Perpetrator• Male• History of violence
Profile of a Typical Perpetrator• Male• History of violence• Loner
Profile of a Typical Perpetrator•   Male•   History of violence•   Loner•   Owns several weapons
Profile of a Typical Perpetrator• Requested assistance
Profile of a Typical Perpetrator• Requested assistance• Angry person
Profile of a Typical Perpetrator• Requested assistance• Angry person• History of interpersonal conflict
Profile of a Typical Perpetrator• Socially withdrawn
Profile of a Typical Perpetrator• Socially withdrawn• Introverted
Profile of a Typical Perpetrator• Socially withdrawn• Introverted• Paranoid
Profile of a Typical Perpetrator•   Socially withdrawn•   Introverted•   Paranoid•   Engages in self-destructive actions
Disgruntled ComplainerMost cases, called “revengeattacks,” involve chronicallydisgruntled complainers.
Disgruntled ComplainerThese perpetrators have chronicdisciplinary histories, poorinterpersonal relationships and ahistory ...
LonerThe loner may work at anorganization for years withoutanybody really knowing him or her.
LonerLoners are most likely to plot and planan act of violence.
Domestic AbuserDomestic abusers include a current orformer husband, lover, partner orboyfriend who come into the workplace...
Domestic AbuserWhen women are at work, theirpartners know where to find them,and this places not only the victimbut the wh...
Romantic ObsessorRomantic obsessors believe that theobject of their attraction is in lovewith them.
Romantic ObsessorThe behavior generally escalates andmay start with letters and intensify toharassing phone calls, attempt...
Warning Signs
Warning Signs• Attendance problems
Warning Signs• Attendance problems• Impact on manager’s time
Warning Signs• Attendance problems• Impact on manager’s time• Decreased productivity
Warning Signs•   Attendance problems•   Impact on manager’s time•   Decreased productivity•   Inconsistent work patterns
Warning Signs• Poor on-the-job relationships
Warning Signs• Poor on-the-job relationships• Concentration problems
Warning Signs• Poor on-the-job relationships• Concentration problems• Safety issues
Warning Signs•   Poor on-the-job relationships•   Concentration problems•   Safety issues•   Poor health and hygiene
Warning Signs• Unusual or changed behavior
Warning Signs• Unusual or changed behavior• Fascination with guns or other weapons
Warning Signs• Unusual or changed behavior• Fascination with guns or other weapons• Evidence of possible drug use or  alco...
Warning Signs• Evidence of serious stress in personal  life
Warning Signs• Evidence of serious stress in personal  life• Continual excuses or blame
Warning Signs• Evidence of serious stress in personal  life• Continual excuses or blame• Unshakable depression
Dealing with a Potentially    Violent Situation
Dealing with a Potentially        Violent Situation1. Report any concerns or   inappropriate behavior.
Dealing with a Potentially        Violent Situation1. Report any concerns or   inappropriate behavior.2. Pay attention to ...
Dealing with a Potentially        Violent Situation1. Report any concerns or   inappropriate behavior.2. Pay attention to ...
Dealing with a Potentially        Violent Situation4. Don’t argue.
Dealing with a Potentially        Violent Situation4. Don’t argue.5. Acknowledge the emotion of   the situation.
Dealing with a Potentially        Violent Situation4. Don’t argue.5. Acknowledge the emotion of   the situation.6. Establi...
Dealing with a Potentially        Violent Situation7. Ask questions.
Dealing with a Potentially       Violent Situation7. Ask questions.8. Know your reporting procedures.
Dealing with a Potentially       Violent Situation7. Ask questions.8. Know your reporting procedures.9. State consequences.
Emergency Responses
Emergency Responses• Protect yourself
Emergency Responses• Protect yourself• Call for help
Emergency Responses• Protect yourself• Call for help• Evacuate the building
Preventing Violence in   the Workplace
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Workplace environment preventing_violence_in_the_workplace_(presentation_style)

  1. 1. Preventing Violence in the Workplace
  2. 2. Workplace ViolenceViolence is the second leading cause ofdeath in the workplace.
  3. 3. Workplace Violence• 1980s – 760 murders
  4. 4. Workplace Violence• 1980s – 760 murders• 1990s – 1000 to 1600 murders
  5. 5. StatisticsAn estimated two million workers arephysically attacked each year.
  6. 6. Types of Workplace Violence
  7. 7. OutsidersThe perpetrator has no legitimatebusiness relationship to the workplaceand enters the workplace to commit arobbery or other criminal act.
  8. 8. InsidersThe perpetrator is either the recipientor the object of a service provided bythe affected workplace or victim.
  9. 9. Employee ConnectionThe perpetrator has someemployment-related involvement withthe affected workplace.
  10. 10. Ingredients forWorkplace Violence
  11. 11. Mental IllnessMental illness is a core factor for thosewho commit workplace homicides.
  12. 12. Clinical DepressionClinical depression is the mostcommon problem seen by therapists,counselors and psychologists.
  13. 13. Personality DisorderPersonality has a tremendous impacton how we function in relationships, inthe world and at work.
  14. 14. Personality DisorderWhen the pattern of thinking andrelating deviates from the norm, thesetraits can become personality disorders.
  15. 15. PTSDIndividuals who experience PostTraumatic Stress Disorder (PTSD) havebeen exposed to a traumatic event.
  16. 16. Substance AbuseSubstance abuse and chemicaldependency can lead a person to aviolent action and increase paranoiaand aggression.
  17. 17. PsychosisA person who is psychotic has lostcontact with reality and the ability todeal with normal, daily stress.
  18. 18. Limited Coping SkillsLimited or nonexistent coping skillslead to the inability to deal withnormal, daily stress.
  19. 19. Limited Coping SkillsIndividuals will often overreact tonegative events.
  20. 20. Limited Support SystemsInaccessibility to adequate socialsupport systems places individuals atfurther risk for perpetrating an act ofworkplace violence.
  21. 21. Mental IllnessWorkplace violence isn’t a reflectionon society, organizations or managersbut the employee’s inability to dealrationally and nonviolently with hisor her problem.
  22. 22. Workplace Violence Perpetrators
  23. 23. Profile of a Typical Perpetrator• Male
  24. 24. Profile of a Typical Perpetrator• Male• History of violence
  25. 25. Profile of a Typical Perpetrator• Male• History of violence• Loner
  26. 26. Profile of a Typical Perpetrator• Male• History of violence• Loner• Owns several weapons
  27. 27. Profile of a Typical Perpetrator• Requested assistance
  28. 28. Profile of a Typical Perpetrator• Requested assistance• Angry person
  29. 29. Profile of a Typical Perpetrator• Requested assistance• Angry person• History of interpersonal conflict
  30. 30. Profile of a Typical Perpetrator• Socially withdrawn
  31. 31. Profile of a Typical Perpetrator• Socially withdrawn• Introverted
  32. 32. Profile of a Typical Perpetrator• Socially withdrawn• Introverted• Paranoid
  33. 33. Profile of a Typical Perpetrator• Socially withdrawn• Introverted• Paranoid• Engages in self-destructive actions
  34. 34. Disgruntled ComplainerMost cases, called “revengeattacks,” involve chronicallydisgruntled complainers.
  35. 35. Disgruntled ComplainerThese perpetrators have chronicdisciplinary histories, poorinterpersonal relationships and ahistory of impulsive behavior.
  36. 36. LonerThe loner may work at anorganization for years withoutanybody really knowing him or her.
  37. 37. LonerLoners are most likely to plot and planan act of violence.
  38. 38. Domestic AbuserDomestic abusers include a current orformer husband, lover, partner orboyfriend who come into the workplaceto kill or injure their partners.
  39. 39. Domestic AbuserWhen women are at work, theirpartners know where to find them,and this places not only the victimbut the whole workplace at risk.
  40. 40. Romantic ObsessorRomantic obsessors believe that theobject of their attraction is in lovewith them.
  41. 41. Romantic ObsessorThe behavior generally escalates andmay start with letters and intensify toharassing phone calls, attemptedpersonal contact, threats andeven assault.
  42. 42. Warning Signs
  43. 43. Warning Signs• Attendance problems
  44. 44. Warning Signs• Attendance problems• Impact on manager’s time
  45. 45. Warning Signs• Attendance problems• Impact on manager’s time• Decreased productivity
  46. 46. Warning Signs• Attendance problems• Impact on manager’s time• Decreased productivity• Inconsistent work patterns
  47. 47. Warning Signs• Poor on-the-job relationships
  48. 48. Warning Signs• Poor on-the-job relationships• Concentration problems
  49. 49. Warning Signs• Poor on-the-job relationships• Concentration problems• Safety issues
  50. 50. Warning Signs• Poor on-the-job relationships• Concentration problems• Safety issues• Poor health and hygiene
  51. 51. Warning Signs• Unusual or changed behavior
  52. 52. Warning Signs• Unusual or changed behavior• Fascination with guns or other weapons
  53. 53. Warning Signs• Unusual or changed behavior• Fascination with guns or other weapons• Evidence of possible drug use or alcohol abuse
  54. 54. Warning Signs• Evidence of serious stress in personal life
  55. 55. Warning Signs• Evidence of serious stress in personal life• Continual excuses or blame
  56. 56. Warning Signs• Evidence of serious stress in personal life• Continual excuses or blame• Unshakable depression
  57. 57. Dealing with a Potentially Violent Situation
  58. 58. Dealing with a Potentially Violent Situation1. Report any concerns or inappropriate behavior.
  59. 59. Dealing with a Potentially Violent Situation1. Report any concerns or inappropriate behavior.2. Pay attention to your “gut feelings.” Don’t panic – stay calm.
  60. 60. Dealing with a Potentially Violent Situation1. Report any concerns or inappropriate behavior.2. Pay attention to your “gut feelings.” Don’t panic – stay calm.3. Speak in a normal voice.
  61. 61. Dealing with a Potentially Violent Situation4. Don’t argue.
  62. 62. Dealing with a Potentially Violent Situation4. Don’t argue.5. Acknowledge the emotion of the situation.
  63. 63. Dealing with a Potentially Violent Situation4. Don’t argue.5. Acknowledge the emotion of the situation.6. Establish boundaries.
  64. 64. Dealing with a Potentially Violent Situation7. Ask questions.
  65. 65. Dealing with a Potentially Violent Situation7. Ask questions.8. Know your reporting procedures.
  66. 66. Dealing with a Potentially Violent Situation7. Ask questions.8. Know your reporting procedures.9. State consequences.
  67. 67. Emergency Responses
  68. 68. Emergency Responses• Protect yourself
  69. 69. Emergency Responses• Protect yourself• Call for help
  70. 70. Emergency Responses• Protect yourself• Call for help• Evacuate the building
  71. 71. Preventing Violence in the Workplace

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