Introduction

Workplace violence touches everyone. It affects the way we think, feel and behave. The threat of workplace violence affects the emotional stability and productivity of our employees, and ultimately our profitability. Although the incidence of actual physical violence at work is relatively low, workplace violence affects the lives of thousands of innocent Americans each year. These unfortunate and often preventable crimes can destroy people, families and businesses. Even when the act of aggression is only psychological, it can be painful and costly.

More locks and guards are not the answer, however. Employers need strong policies, effective security protocols and a well conceived strategy to confront the potentially violent employee and prevent workplace violence.

Employers have a moral duty to provide a safe workplace for their employees. They also have statutory obligations under federal and state law to provide and promote a safe and violence-free work environment. Illustrative of these responsibilities are the requirements under the Occupational Safety and Health Act (OSHA) and state workers' compensation laws. Employers also have responsibilities to the public. Either vicariously or directly, employers may be liable for the harm brought to others by workplace violence. Moreover, employers have additional legal obligations to job applicants.

This intricate web of statutes, standards, rules, and regulations creates a legal minefield for supervisors and managers. Wading through that minefield is precarious at best; employers must protect those employees and other parties without infringing on anyone's rights. Rarely has the challenge for employers been greater. Fortunately, there are solutions.

The Profile of an Aggressor

Research shows that workplace aggressors follow a typical sequence of behavior, called a progression, that in many cases ultimately leads to violence. They usually suffer a traumatic, insoluble (or so they believe) experience and they project the blame for that experience on others. Egocentric by nature, they believe that everyone is against them and the world is out to get them. Unable to resolve personal, interpersonal, and work-related problems, these individuals typically resort to violence.

Progressions can be detected, though predicting an aggressor's behavior is a considerable challenge. Most experts agree that without careful evaluation and analysis it is reckless, if not dangerous, to predict an individuals future behavior. Without the help of an experienced clinician or other qualified professional, it is impossible for the typical supervisor or manager to psychologically assess an emotionally troubled employee and determine his or her fitness for duty. However, many workplace aggressors share certain characteristics. They often relate poorly to people, have difficulty getting along with others, strongly believe they have been wronged, have recently been adversely influenced by something or someone outside of their control, and have a history of violence (domestic, public or workplace).

Though no two aggressors are alike, they share some common characteristics and behaviors:

• Most often male, thirty-five or older
• Withdrawn and considered a loner
• Owns or is familiar with weapons
• Has few interests outside work
• Self-esteem depends heavily on job
• Strong sense of injustice to self or beliefs
• Externalizes blame, projects
• Poor people skills, difficulty getting along with others
• Has served in the military (or so claims)
• Has a history of substance or alcohol abuse
• History of violence (domestic, public and work)
• Functions in a "toxic or dysfunctional work environment"

The Motivation Toward Violence

We are a culture steeped in violence and a society burdened with enormous economic pressures. The threat of a corporate downsizing, restructuring, or layoff looms over many of us. As a result, many have rid themselves of traditional values and chosen to accept less personal responsibility while expecting more from their employers and government. People are afraid and angry. Truly, the sanctity of the workplace is being challenged.

Research reveals that perpetrators of workplace violence generally fall into six motivational categories or typologies. They include:

Economic
The aggressor believes the target is responsible for undesirable economic conditions affecting him, his family, or a particular group.

Ideological
The aggressor believes that the target is imperiling principles the attacker considers extremely important.

Personal
The aggressor possesses distorted feelings of rage, hate, revenge, jealousy or love.

Psychological
The aggressor is mentally deranged or clinically psychotic, a condition often exacerbated by drugs or alcohol.

Revolutionary
The aggressor obsessively desires to further political beliefs at any costs.

Mercenary
The aggressor is motivated by opportunity for financial gain.

Behavior Changes

However, those who commit workplace violence don't simply snap without warning. Research has shown that aggressors tend to exhibit inappropriate and disruptive behavior prior to committing an act of violence. To the observant supervisor or manager, this behavior serves as a warning sign and allows time for preventative action. Listed below are characteristics and behavior that might signal a potentially violent employee:

• Inappropriate emotional outbursts
• Intense mood swings
• Overreaction to criticism
• Unusual paranoia
• Inappropriate statements or comments
• Rambling, incoherent speech
• Isolation from others
• Volatile, sociopathic personality
• Uncontrollable romantic obsession
• Distorted values
• Devaluation of other people
• Reckless impulsiveness/ destructiveness
• Obsessive-compulsive personality
• Exaggerated self-importance and value to the organization
• Aggressors generally exhibit several of these behaviors over a period of time. The aggressor tends to display a progression toward violent outburst, with his or her behavior becoming increasingly inappropriate. This incremental escalation, or ramping up, is typical and should serve as a warning to the supervisor or manager.
• During progression, the aggressor generally passes through three phases, each one more destructive than the previous:

Phase One

• Refusal to cooperate with supervisor
• Spreads rumors to harm others or cause disruptions
• Is argumentative or resists compromise
• Seems to enjoy being disruptive
• Acts belligerent toward customers and/or clients
• Often uses inappropriate language
• Makes inappropriate comments and/or gestures

Phase Two

• Increasingly argues with others
• Refuses to obey policies/procedures
• Repeatedly probes boundaries
• Engages in subversive and/or manipulative behavior
• Sends inappropriate messages to co-workers or management
• Expresses repeated claims of victimization or mistreatment
• Articulates desire to harm others or self
• Communicates non-verbal and veiled threats

Phase Three

• Sabotages equipment and steals property for revenge
• Threatens suicide and makes references to the after-life
• Vandalizes private property
• Intentionally destroys company property
• Is physically aggressive or abusive
• Threatens physical violence
• Becomes physically assaultive
• Commits a violent crime

Once set in motion, rarely does a progression reverse without intervention. Supervisors and managers must recognize inappropriate and disruptive behaviors and interrupt the progression before it is too late.

Recognizing and Overcoming Denial

Supervisors, managers, and even companies engage in denial. Supervisors and managers may deny that an employee has a problem even in the face of irrefutable proof. They may refuse to admit that someone for whom they are responsible could be violent or dangerous to others. They deny the existence of a problem by excusing or overlooking the employee's inappropriate behavior. But by denying the existence of a problem, they are also denying the employee help.

Companies engage in denial by failing to create sound policies, by failing to enforce the policies they have, and by failing to respond to incidents suggesting the potential for violence when they occur. Denial is not only destructive, it is cruel. Out of fear and unwillingness to confront the truth, employers deny the troubled employee the help they need. In so doing, they not only participate in the progression toward violence but also incur what may be immeasurable liability.

Recognizing danger, supervisors and managers must act appropriately and quickly. That action is called intervention.

Redefining Boundaries

Intervention is the process of returning the employee to a structured work environment and helping him regain control of his or her life. To successfully intervene, management must have the will to redefine boundaries and overcome the aggressor's base of power. The intervention process must be well planned and executed. Nothing should be left to chance.

Intervention is the process of returning the employee to a structured work environment and helping him regain control of his or her life. To successfully intervene, management must have the will to redefine boundaries and overcome the aggressor's base of power. The intervention process must be well planned and executed. Nothing should be left to chance.

Upon recognizing inappropriate or disruptive behavior, management must act immediately and put the employee on notice. If a progression is identified early enough, the first warning is usually oral. Verbal warnings often suffice to cause behavior changes and halt further aggression. When such warnings are not enough, written warnings should follow. If the progression continues after written warnings are issued, the aggressor may be referred to the company's employee assistance program (EAP) or an outside resource for counseling. Monitoring performance and addressing behaviors, is called performance based management. It provides structure to the work environment while at the same time, offers the employee choices.

In extreme cases, progressive discipline and professional counseling may not be enough. Under these circumstances, termination, temporary restraining orders, hospitalization or prosecution may be the only solutions available.

Threat Management

Intervention is not possible without a well-conceived plan. That plan or strategy is developed and implemented by what is often called the threat (or incident) management team. Depending upon circumstances, the threat management team will consist of professionals from the following areas or disciplines:

• Executive management
• Human resources
• Security/executive protection
• Employment/labor law
• Public law enforcement
• Clinical psychology/psychiatry
• Private investigation
• Incident/crisis management

Though each member of the team has an important role, that of the clinician is probably the most critical. The clinician will typically be a licensed psychological or psychiatric professional, preferably at a Ph.D. or MD level. He or she will have experience in dealing with the criminally insane, conducting hostage negotiations, and trauma management. He or she will also be familiar with local and state employment and labor law.

Each team member will be carefully selected, however. Each should have the necessary skill and experience to make difficult decisions quickly.

Once the members are identified, the team will meet and decide on preliminary objectives based on available information. However, the safety of the intended target (if known) always come first. Protection of property, inventory and equipment is secondary.

Lacking adequate information, the team is often unable to make decisions. When this situation occurs, one or more team members will be assigned to collect the necessary information. That process may involve discreetly interviewing the target, witnesses, co-workers, supervisors, former employers, or family members.

A professional background investigation of the aggressor may also be in order. The typical background investigation includes the detailed examination of the following records:

• Criminal history
• Driving history
• Civil indices
• Notices of default
• Judgments
• Tax liens
• Bankruptcies
• Ownership or registration of weapons

Additionally, the aggressor's personnel file (if available) will be reviewed. Treating physicians, law enforcement officials and other professionals can also be contacted for additional information whenever possible. As in all employment situations, however, the privacy of all parties should be respected. To ensure that the balance between need and privacy is adequately struck, the team attorney will be consulted during the entire information gathering process.

The assignment of such tasks and the overall coordination of the intervention process is usually the responsibility of human resources. The senior level human resources professional assigned as the coordinator must have the experience and leadership skills necessary to steer the incident management team and facilitate the decision making process.

After gathering all reasonably available information, the incident management team will review it and make an assessment. That assessment will form the basis for a strategy to deal with the aggressor. With the information available, the team will determine the seriousness of the threat, an appropriate course of action, and possible outcomes. Predicting the future behavior of the aggressor is another matter. As discussed earlier, this complicated task is usually left to experts.

If termination, hospitalization or prosecution is appropriate, the team will strategize and do all that is practicable to achieve that result without provoking a violent response. Even if management intends to work with the troubled employee, the threat management team must still create a workable strategy. That strategy should redefine performance and behavior boundaries for the aggressor and tolerance thresholds for management.

In summary, the threat management team will, when ever possible:

• Conduct a thorough and comprehensive investigation of the aggressor and the allegations.
• Have the aggressor professionally assessed and determine the potential for violence.
• Decide best course of action with the information available. Options include a variety of disciplinary and/or corrective action, management referral to EAP,
• discharge, hospitalization, or prosecution.
• Implement all appropriate safety and security precautions, making sure to protect people before property.
• Coordinate with local law enforcement and access all available outside resources.
• Review, rehearse and refine the plan.
• Review legal implications and potential liability.
• Make contingency plans and communicate with the intended target.
• Meet face-to-face with the aggressor and disclose actions intended by management.
• Determine future safety and security needs.
• Notify law enforcement of outcome.
• Take appropriate legal action (e.g., obtain a restraining order).
• Debrief target and tie up loose ends
• Provide professional counseling to those in need.

Hold employee communication sessions. Frank, but respectful of the rights of the target and the aggressor.

The Five Step Safety Plan

Employees can help protect themselves and their co-workers by exercising the following simple steps:

• Plan head and prepare for the unexpected
• Treat co-workers with respect and dignity
• Respect clients and customers
• Be aware of strangers any their surroundings
• Report inappropriate behaviors and activities

Prevention

Though an employer can not be expected to provide an impenetrable island of safety for its employees, supervisors and managers are expected to do as much as possible to promote safety and prevent workplace violence. Employees can de-escalate tense situations and avoid conflict. When confronted by a potential aggressor:

• Remain calm
• Slow down and speak clearly
• Lower voice
• Avoid arguing or making threats
• Don't use hands
• Use a barrier and create space
• Get help immediately
• Report to management or security

Supervisors and managers must also enforce company policies fairly and consistently and allow employee complaints and grievances to be heard. As mentioned earlier, aggressors follow a typical sequence of behavior. They usually suffer a traumatic, insoluble (or so perceived) experience. They then project the blame for that experience on others. Unable to resolve personal, interpersonal, and work related problems, these individuals often conclude that their only recourse is violence. Consequently, supervisors and managers must provide employees the opportunity to resolve problems without resorting to violence.

Training and education are also important in creating a safe and violence-free workplace. Employees must understand what is expected of them to create a violence-free work environment. Every employee must also understand that violence or the threat of violence will not be tolerated and that policy violations may result in immediate termination and/or prosecution.

In summary, supervisors and managers should:

Treat others with respect Observe and document behavior changes Keep human resources informed De-escalate tense situations Retreat to safety when necessary Never hesitate to call for help

Conclusion

According to an October 1993 Bureau of Labor Statistics report, homicide accounts for 17 percent of all occupational fatalities. More alarming, the report indicates that homicide is the leading cause of occupational fatality for women, accounting for 40 percent of all female deaths in the workplace. And of course, murder is only the tip of the iceberg. Incidents of workplace assault, rape, and psychological abuse occur by the thousands every year.

In conclusion, supervisors and managers must:

• Treat all people with respect and dignity
• Listen to those who come and seek help
• Recognize and document inappropriate behaviors
• Properly enforce company policies
• Hold subordinates accountable
• Document performance
• Keep management and human resources informed.