workplace environment preventing_violence_in_the_workplace_(presentation_style)
TRANSCRIPT
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Preventing Violence in the Workplace
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Workplace Violence
Violence is the second leading cause of death in the workplace.
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Workplace Violence
• 1980s – 760 murders
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Workplace Violence
• 1980s – 760 murders
• 1990s – 1000 to 1600 murders
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Statistics
An estimated two million workers are physically attacked each year.
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Types of Workplace Violence
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Outsiders
The perpetrator has no legitimate business relationship to the workplace and enters the workplace to commit a robbery or other criminal act.
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Insiders
The perpetrator is either the recipient or the object of a service provided by the affected workplace or victim.
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Employee Connection
The perpetrator has some employment-related involvement with the affected workplace.
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Ingredients for Workplace Violence
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Mental Illness
Mental illness is a core factor for those who commit workplace homicides.
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Clinical Depression
Clinical depression is the most common problem seen by therapists, counselors and psychologists.
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Personality Disorder
Personality has a tremendous impact on how we function in relationships, in the world and at work.
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Personality Disorder
When the pattern of thinking and relating deviates from the norm, these traits can become personality disorders.
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PTSD
Individuals who experience Post Traumatic Stress Disorder (PTSD) have been exposed to a traumatic event.
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Substance Abuse
Substance abuse and chemical dependency can lead a person to a violent action and increase paranoia and aggression.
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Psychosis
A person who is psychotic has lost contact with reality and the ability to deal with normal, daily stress.
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Limited Coping Skills
Limited or nonexistent coping skills lead to the inability to deal with normal, daily stress.
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Limited Coping Skills
Individuals will often overreact to negative events.
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Limited Support Systems
Inaccessibility to adequate social support systems places individuals at further risk for perpetrating an act of workplace violence.
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Mental Illness
Workplace violence isn’t a reflection on society, organizations or managers but the employee’s inability to deal rationally and nonviolently with his or her problem.
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Workplace Violence Perpetrators
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Profile of a Typical Perpetrator
• Male
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Profile of a Typical Perpetrator
• Male
• History of violence
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Profile of a Typical Perpetrator
• Male
• History of violence
• Loner
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Profile of a Typical Perpetrator
• Male
• History of violence
• Loner
• Owns several weapons
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Profile of a Typical Perpetrator
• Requested assistance
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Profile of a Typical Perpetrator
• Requested assistance
• Angry person
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Profile of a Typical Perpetrator
• Requested assistance
• Angry person
• History of interpersonal conflict
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Profile of a Typical Perpetrator
• Socially withdrawn
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Profile of a Typical Perpetrator
• Socially withdrawn
• Introverted
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Profile of a Typical Perpetrator
• Socially withdrawn
• Introverted
• Paranoid
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Profile of a Typical Perpetrator
• Socially withdrawn
• Introverted
• Paranoid
• Engages in self-destructive actions
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Disgruntled Complainer
Most cases, called “revenge attacks,” involve chronically disgruntled complainers.
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Disgruntled Complainer
These perpetrators have chronic disciplinary histories, poor interpersonal relationships and a history of impulsive behavior.
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Loner
The loner may work at an organization for years without anybody really knowing him or her.
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Loner
Loners are most likely to plot and plan an act of violence.
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Domestic Abuser
Domestic abusers include a current or former husband, lover, partner or boyfriend who come into the workplace to kill or injure their partners.
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Domestic Abuser
When women are at work, their partners know where to find them, and this places not only the victim but the whole workplace at risk.
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Romantic Obsessor
Romantic obsessors believe that the object of their attraction is in love with them.
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Romantic Obsessor
The behavior generally escalates and may start with letters and intensify to harassing phone calls, attempted personal contact, threats and even assault.
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Warning Signs
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Warning Signs
• Attendance problems
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Warning Signs
• Attendance problems
• Impact on manager’s time
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Warning Signs
• Attendance problems
• Impact on manager’s time
• Decreased productivity
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Warning Signs
• Attendance problems
• Impact on manager’s time
• Decreased productivity
• Inconsistent work patterns
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Warning Signs
• Poor on-the-job relationships
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Warning Signs
• Poor on-the-job relationships
• Concentration problems
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Warning Signs
• Poor on-the-job relationships
• Concentration problems
• Safety issues
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Warning Signs
• Poor on-the-job relationships
• Concentration problems
• Safety issues
• Poor health and hygiene
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Warning Signs
• Unusual or changed behavior
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Warning Signs
• Unusual or changed behavior
• Fascination with guns or other weapons
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Warning Signs
• Unusual or changed behavior
• Fascination with guns or other weapons
• Evidence of possible drug use or
alcohol abuse
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Warning Signs
• Evidence of serious stress in personal life
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Warning Signs
• Evidence of serious stress in personal life
• Continual excuses or blame
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Warning Signs
• Evidence of serious stress in personal life
• Continual excuses or blame
• Unshakable depression
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Dealing with a Potentially Violent Situation
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Dealing with a Potentially Violent Situation
1. Report any concerns or inappropriate behavior.
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1. Report any concerns or inappropriate behavior.
2. Pay attention to your “gut feelings.” Don’t panic – stay calm.
Dealing with a Potentially Violent Situation
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1. Report any concerns or inappropriate behavior.
2. Pay attention to your “gut feelings.” Don’t panic – stay calm.
3. Speak in a normal voice.
Dealing with a Potentially Violent Situation
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4. Don’t argue.
Dealing with a Potentially Violent Situation
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4. Don’t argue.
5. Acknowledge the emotion of the situation.
Dealing with a Potentially Violent Situation
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4. Don’t argue.
5. Acknowledge the emotion of the situation.
6. Establish boundaries.
Dealing with a Potentially Violent Situation
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7. Ask questions.
Dealing with a Potentially Violent Situation
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7. Ask questions.
8. Know your reporting procedures.
Dealing with a Potentially Violent Situation
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7. Ask questions.
8. Know your reporting procedures.
9. State consequences.
Dealing with a Potentially Violent Situation
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Emergency Responses
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Emergency Responses
• Protect yourself
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Emergency Responses
• Protect yourself
• Call for help
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Emergency Responses
• Protect yourself
• Call for help
• Evacuate the building
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Preventing Violence in the Workplace