Violence in the
Workplace:
The Realities and the Options By Sheryl
& Don Grimme
Lately, it seems, we can't avoid
hearing, seeing or reading about more incidents of aggression and hostility.
Violence has infected the very tapestry of our lives. In our homes. In our
schools. And, with frightening regularity, violence seems to have firmly
anchored itself in workplaces and organizations across the nation.
Combating violence is a three-step
process:
We must understand the magnitude and
effects of the problem.
Then we must identify the potential
aggressors and victims.
Finally, we must identify and
implement viable solutions to curtail, eradicate and immunize our
organizations from the lasting ramifications of violence.
Magnitude & Effects According to the U.S. Department of Justice the workplace is the most
dangerous place to be in America. The problem is so pervasive that the Center
For Disease Control has classified workplace violence as a National Epidemic.
In fact, workplace homicide is the
fastest growing category of murder in the U.S. And homicide is now the leading
cause of on-the-job death for women (and second leading cause for men). However,
the real danger (and staggering cost in both human and financial terms) is the
mountain of physical and verbal violence, of which murder is just the peak
(representing only 0.05% of the 2 million victims of physical workplace violence
/ year). [Source: U.S. Department of Justice, BJS, 7/28/98]
1 in 4 workers are attacked, threatened
or harassed each year, costing:
$13.5 billion in medical costs /
year
500,000 employees missing 1,750,000
days work per year
41% increased stress levels
Aggressors & Victims
Who are the perpetrators of
workplace violence? Over 80% are male, usually white and over 30. Though news accounts would
lead us to believe otherwise, only 3% are former employees (20% are current
employees). Actually, over two-thirds of physical and verbal attacks come from
strangers (e.g., during a robbery) or customers. This is especially the case for
male victims. Women are more likely to be attacked by someone they know. For
example, domestic violence spillover is the fastest growing category of
workplace violence.
Who's at greatest risk of workplace
violence? Anyone in a job that involves extensive contact with the public, especially
if limited attention is paid to customer satisfaction. (Witness the increasing
accounts of airline passenger rage.) Also, anyone working in markedly
bureaucratic organizations where limited attention is paid to employee
satisfaction. (It's no accident that postal workers - more than any other
occupation -have "gone postal".) In this context, supervisors and
managers are particularly at risk: employee-boss murders have doubled during the
past ten years.
Can potential aggressors be
identified? Yes they can! In fact, 85% of workplace violence perpetrators exhibit clear
warning signs before "going postal". GHR Training Solutions has
developed a Formula for Workplace Violence that we call:
Career Frustration - either
significant tenure on the same job OR migratory job history
Antagonistic relationships with
others
Some type of obsession, e.g.,
weapons, other acts of violence, romantic/sexual, zealot (political,
religious, racial), the job itself, neatness and order
"At the end of his rope",
e.g., indicators of impending suicide, has an unspecified plan to
"solve all problems"
Shotgun (not required for non-lethal
violence):
Access to and familiarity with
weapons
Triggering Event (the last straw, no
way out, no more options):
Being fired, laid off or suspended;
passed over for promotion
Disciplinary action, poor
performance review, criticism from boss or coworkers
Bank or court action (e.g.,
foreclosure, restraining order, custody hearing)
Benchmark date (e.g., company
anniversary, chronological age, Hitler's birthday - as was the case for
Columbine)
Failed or spurned romance; personal
crisis (e.g., divorce, death in family)
That's how to predict it. Organizations
can prevent employee-initiated violence during the hiring process (e.g., through
careful interviewing and background checks). For the existing work force, they
can use a combination of benevolent, motivational management practices, a
zero-tolerance violence policy (effectively communicated and enforced), employee
training, and appropriate use of counseling, EAP referral and disciplinary
action - plus sound security measures.
But how can employees protect
themselves and their coworkers when faced with a hostile, potentially violent
non-employee (e.g., a customer)? They can call on the POSTAL carrier's
traditional nemesis:
DOGS: Defusing
Of Grievance = Safety
Visualize a big balloon that's about to
burst. The balloon must be gradually deflated (rather than punctured) - by
confirming a person's perspective (without agreeing with it). Here''s how you do
that:
[Much of the following was originally
formulated by hostage negotiator Larry J. Chavez, B.A., M.P.A. of Critical
Incident Associates, www.workplace-violence.com.]
1. Understand the mindset of the
hostile or potentially violent person The person has a compelling need to communicate his grievance to someone
now! Give him a verbal outlet. Even if he is wrong, the individual is acting on
perceptions that are real to him. In the overwhelming number of cases, the
person just wants fairness.
2. Practice "Active
Listening" Stop what you are doing and give the person your full attention. Listen to
what is really being said. Use silence and paraphrasing. Ask clarifying,
open-ended questions.
3. Avoid confrontation. Instead,
build trust and provide help Be calm, courteous, respectful and patient; open and honest. Never belittle,
embarrass or verbally attack a hostile person.
4. Allow a total airing of the
grievance without comment or judgment Make eye contact (but don't stare). Allow verbal venting of emotion. Let the
person have his say (not necessarily his way). Ignore challenges and insults -
don't take it personally; redirect attention to the real issue.
5. Allow the aggrieved party to
suggest a solution A person will more readily agree to a resolution that he helped formulate.
And it might surprise you that the person's suggestion may be very reasonable.
6. Move toward a win-win resolution Preserve the individual's dignity. Switch the focus from what you can' t do
toward what you can. With the person's permission, call in additional resources
- e.g., supervisor, Human Resources, Employee Assistance Program, Security, or
Police.
Eliminating violence in the workplace
should be a top priority for every executive, manager and team leader. And if
your organization hasn't experienced this issue yet, be glad. Do not, however,
be content. Rather than doing nothing or waiting until a serious act of
aggression occurs in your organization, get proactive - by training your team to
eliminate violence before it happens.
Don Grimme is one America's leading
training experts and authorities on reducing turnover and attracting excellent
job candidates. For information on his firm, GHR Training Solutions, visit http://www.GHR-Training.com.
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