Building A Safe Workplace: - PowerPoint Presentation

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Building A Safe Workplace:Preventing Workplace ViolenceEmployee Training

Cooperatively Developed By

and

The Commonwealth of PennsylvaniaSlide2

Building A Safe Workplace:Preventing Workplace Violence

Contents

I. Introduction

A. Self

B. Program Objectives

C. Workplace Violence

1. Responsibility and Workplace Impact

2. Video

II. Awareness

A. Facts

B. Definitions

C. Violent Episodes

D. Domestic Violence

E. If You Know a Victim…

F. Continuum of Violence

G. What to Watch For

H. Warning Signs

I. Triggers of Workplace Violence

J. Possible Motivations

III. Preparedness

A. The Assault Cycle

B. Avoiding Victimization

C. Workplace Violence Coordinator/ Response Team

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IV. Intervention

A. How to Address Types of Violence B. Addressing Potential Violence C. Suggestions for Dealing With Angry People D. Preparing to Deal With Violence 1. Aggressive Customer Behavior 2. Bomb Threats

3. Telephone Threats 4. Suspicious Mail,Packages and Deliveries

V. The Importance of Follow-up A. The Obligation to Report Incidents B. How Trauma Affects Employees 1. Stages 2. Symptoms 3. Critical Incident Stress Debriefing(CISD) C. Handouts 1. Things to Remember About Trauma 2. What You Can Do For Others 3. What You Can Do For Yourself VI. Closing A. Review of resources B. Questions C. Evaluation

Building A Safe Workplace:

Preventing Workplace ViolenceSlide4

Program Objectives

1. Participants will understand the mutual responsibility

of employer and employee to maintain a safe place to work.

2. Participants will be able to identify workplace situations which may be potentially violent. 3. Participants will recognize the warning signs for potential violence.

4. Participants will learn how to respond to actual or potentially violent workplace situations. Slide5

Responsibility

“Employees, supervisors and managers who witness

or experience any workplace violence situation, including

threats of violence, must report the incident through theestablished agency reporting procedures to the appropriate authorities. All incidents and suspected incidents of workplace violence as defined in this directive, must be reported.” (Management Directive 205.33,Workplace Violence, 6/22/99.)All employees

are responsible for making andreporting observations and taking measures which help to facilitate and ensure a secure workplace which is free from violence and threats of violence.

The Commonwealth is committed to providing a safe work environment

The Commonwealth’s Management Directive 205.33 provides for safeguards to ensure a workplace which is free of violence and threats of violence. Slide6

The Facts

According to the National Institute for Occupational Health

and Safety (NIOSH), the following factors may increase a

workers’ risk of homicide: Exchange of money with the public. Working alone or in small numbers. Working alone at night or in the early morning hours.

Working in high crime areas. Guarding valuable property or possessions. Working in community settings.Both men and women who work in government have a greaternumber and higher rate of assaults than private sector employees.The annual rate of nonfatal assaults against women working in

state government is 8.6 times higher than women in the privatesector; women working in local government are 5.5 times as likelyto be assaulted than private sector women.Bachman, Ronet. National Crime Victimization Survey: Violence and Theft

in the Workplace

. Washington, DC: Bureau of Justice Statistics,

US Department of Justice, July, 1994.Slide7

Definitions

Workplace:

A workplace is any Commonwealth owned or leased property, location where Commonwealth business is conducted, or site where an employee is considered “on duty.” Commonwealth vehicles being utilized for Commonwealth business are included in this definition. Additionally, workplace violence can occur at any location if the violence has resulted from an act or decision made during the course of conducting Commonwealth business.*

Violence: Violence connected to the workplace takes many forms. Incidents of workplace violence include, but are not limited to threats in person, by letter or note, telephone, fax, or electronic mail; intimidation, harassment to include sexual harassment, mugging, robbery,and attempted robbery, and destruction of Commonwealth property. Cases that are considered extremely serious include, but are not limited to, physical assault, rape,or murder, and bomb threats. Incidents may take place between employees; employees and clients; employees and acquaintances/ partners; and employees and strangers. Incidents of workplace violence may occur either at or away from the workplace. The determining factors in assessing whether an incident constitutes workplace violence are the individuals involved and the relationship of the action to the workplace; the location of the incident; and/or if the violence is a result of Commonwealth business.*

Assault: To attack someone physically or verbally, causing bodily or emotional injury, pain and/or distress. This might involve the use of a weapon, and includes actions such as hitting, punching, pushing, poking, and kicking.**

Also included may be shouting, name calling, use of derogatory language.Domestic violence: A reference to acts of physical and psychological violence, including harassing or intimidating behavior, that occur as a part of a personal relationship such as marriage or other intimate relationships. Included in the concept of domestic violence are spousal abuse, abuse among intimates, as well as physical and sexual abuse of children and/or the elderly or the infirmed.**

Intimidating or harassing behavior

: Threats or other conduct which in any way creates a hostile environment, impairs operations, or frightens or inhibits others.

Psychological intimidation or harassment includes

making statements which are false, malicious, disparaging, derogatory, rude, disrespectful, abusive, obnoxious, insubordinate, or which have the intent to hurt others’ reputations.

Physical intimidation or harassment

may include holding, impeding, or blocking movement, following , stalking, touching or any other inappropriate physical contact or advances.**

Threat

:

Any oral or written expression or gesture that could be interpreted by a reasonable person as conveying an intent to cause physical harm to persons or property. Statements such as, “I’ll get him” or “She won’t getaway with this” are examples of threatening expressions.**

State Employee Assistance Program(SEAP):

A program for state employees designed to assist employees and families with substance abuse, emotional, family, financial, marital, and/or personal problems. All employees, supervisors,managers and union stewards are encouraged to utilize the services of SEAP when personal problems first develop regardless of any job performance concerns. Policy and procedures are contained in

Executive Order 1996-10, Management Directive 505.22

and

Manual M505.3

, all titled

State Employee Assistance

*Management Directive 205.33, Workplace Violence, 6/22/99

**US Department of Health and Human Services,

HHS Guidelines:

“Understanding and Responding to Violence in the Workplace”, 11/96.Slide8

Violent Episodes

Stranger Violence

Random violence:

Perpetrator has no business relationship with the affected workplace. Example: Armed Robbery

Types of businesses most vulnerable to this kind of violence include: - retail stores - banks - warehouses - taxi cabs - gas stations - convenience marketsClient ViolencePerpetrator is the recipient of, or providing a service to the affected workplace. Example: Social Worker being attacked by client.

Personnel most vulnerable to this kind of violence:employees working in public safety: police, fire, paramedicsmass transit drivers, delivery personnel

medical, mental health, and substance abuse treatment centers

customer service reps

Employee Violence

Perpetrator is an employee (including temporaries, sub-contractors), former employee, or associate of an employee. Example: Employee attacks supervisor, employee attacks co-worker. All businesses are vulnerable to this kind of violence.

Domestic Violence

Perpetrator may be an employee’s family member, significant other, or partner. Example: Spouse attacks employee. All businesses re vulnerable to this type of violence.Slide9

Domestic Violence

Domestic violence accounts for 27% of violent events

in the workplace.

Violence is committed by someone with a personalrelationship with the worker.Victims of domestic violence are generally, but not exclusively, females.Most, but not all incidents are perpetrated by individuals outside the workplace.

Early warning signs in the victim include: increased fear,emotional episodes, signs of physical injury, excessive phone calls, work performance deterioration. Slide10

If You Know a Victim of Domestic Violence...

DO DON’T

Ask Wait for him/her to come to youExpress concern Judge or blameListen and validate PressureOffer help Give adviceSupport his/her decisions Place conditions on your

supportRemember:Do not ignore the situationRefer to SEAP as a resource Respect confidentialitySlide11

Continuum of Violence:

Behavioral Progression

Early on in the process there may be

:Refusal to cooperate with immediate supervisorSpreading rumors and gossip to harm othersConsistently arguing with co-workers

Belligerence toward customers/clientsConstantly swearing at othersMaking unwanted sexual commentsAs feelings grow there may be:

Increasing number of arguments with customers, vendors, co-workers and managementRefusal to obey company policies and proceduresSabotaging equipment and stealing property

Verbalizing wishes to hurt co-workers and/or management; making suicidal threats

Sending sexual, violent, or inappropriate notes to co-workers and/or management.

Stalking

As behavior escalates there may be:

Threatening / committing suicide

Physical fights

Destruction of property

Committing murder, physical or sexual assault, and/or arson

Threatening to use/ using weapons to harm others.Slide12

What to Watch For

Moderately

Significant Criteria:

-Recent behavior changes-Alienation-Excessively bitter-Mental health, substance abuse issues-Irrationality, grandiosity-Externalizes responsibility for behavior-Raised in abusive family-Sexual fetishes-Recent significant self-esteem loss

Significant Criteria:

-Grudge over loss or threat of loss

-Recent loss of significant other

-Emotional mood swings

-Fascination with violence

-Self-destructive behavior

-Fascination with pornography

-Severe intoxication

-Fear of losing control

-Rages

-Abusive to opposite sex

-Symbolic dehumanization of others

-Post traumatic stress from combat

Everyone has his/her own “normal” behavior. Be a good observer of

unusual behavior which is a change from one’s normal routine.Slide13

Warning Signs

History of violence

Mental illness

A romantic obsession

Substance abuseChronic blamingImpaired neurological functioningIncreased frustration with one’s circumstances

Fascination with weaponsThreats of revenge

Absence of emotional controlSlide14

Triggers of Workplace Violence

Domestic disputes

Job performance counseling or disciplinary action

Job stressHarassment

Racial, ethnic, cultural, gender or lifestyle conflictsFurloughsTerminationsSlide15

Possible Motivations

Individuals exhibiting violent behavior may have the following motivations:

Face-saving

Attention-getting

Manipulating

RetaliatingSlide16

Assault Cycle

First:

An individual has a traumatic experience which creates such strong emotional reactions that he or she believes those feelings cannot be controlled or resolved.

[Individual is terminated from job.]Second:The traumatized individual projects responsibility for his/her state of mind onto the situation, externalizing blame for his/her unresolvable psychological state. [Believes termination occurred because his supervisor did not like him/her.]Third:The person’s thinking turns inward and becomes increasingly egocentric. Self-protection and self-preservation become the only concern. From this perspective, violence seems to be the only way out. [Terminated individual believes it will be impossible to get a new job as long as firing supervisor is around to give a reference.]Fourth:Following a period of internal conflict, which may be prolonged, the person commits or attempts a violent act. [Terminated individual attempts to commit an act of violence to dispose of previous supervisor.]Slide17

Avoiding Victimization

Be alert.

Be careful how you say and do things.

Avoid taking unnecessary risks.Use the “Buddy System”.Park in well lighted areas.Have an escape plan or route.Always let someone know where you are.Be familiar with and practice emergency

procedures.Report any incidents of potential or actual violence as soon as possible.Slide18

Workplace Violence Coordinator/Response Team

Purpose:

Assess the vulnerability to workplace violence.

Reach agreement on preventive actions to be taken. Implement plans for responding to acts of violence. Communicate internally with employees. Recommend/ implement training programs related to workplace violence. Conduct a workplace assessment. Serve as a Trauma Team during worksite incidents.

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Early Warning Signs:Observe and documentReportto the appropriate supervisorWhen the Situation Has Escalated:Remain calmSecure your safety and that of others immediatelyContact supervisor, local law enforcement personnel Contact SEAP for support, as neededIn an Emergency:Remain calmSecure personal safetyCall emergency contactCooperate with security/ law enforcement personnelContact supervisor

Contact SEAP for support, as needed

How to Address Types of ViolenceSlide20

Addressing Potential Violence: Co-workers, Clients, Strangers

Employees have a responsibility to maintain a safe workplace. We recommend the following process to assist employees in addressing uncomfortable situations:

Think before you act. Avoid confrontation. Use common sense.

Assess your personal feelings about the individual.Describe the individual’s behavior.Assess how the behavior affects you.Determine whether you need assistance in handling the problem.Report the threat/behavior to your supervisor.Slide21

Suggestions for Dealing With Angry People

When in physical jeopardy, seek safety and

call law enforcement as soon as possible

.

Give the aggressor your full attention; use direct eye contact;stay out of arm’s reach.

Let the aggressor express his/her concerns (vent); don’t react to words with touching or reaching. Remain calm through the encounter.

Restate/validate their concerns.

Ask the aggressor for his/her suggestions on possible action for resolution.

Let the aggressor know what you can do and when you can get back to him/her with a resolution (if applicable).

Follow through on the concern/complaint.Slide22

Preparing to Deal With ViolenceSlide23

Every Commonwealth employee is responsible to help ensure workplace safety.

As such, employees are to report any workplace situation which may contribute to the occurrence of violence to their supervisor in accordance with agency policy.

Supervisors are to take appropriate action and report back to the employee in a timely manner.

Inappropriate use of the reporting system is subject to disciplinary action. Any report made in good faith will be accepted.

The Obligation to

Report IncidentsSlide24

How Trauma Affects Employees

Following traumatic situations individuals experience normal

reactions to an abnormal event. Crisis reactions demonstrated by

employees who are victims and/or observers of violent incidents generally fall into several stages:Stage One: Emotional Reaction StageBehaviors are typical of a “fight or flight” stress reaction and include disbelief, denial, tearfulness. Physical symptoms may include racing of the heart, hyper-vigilance;

disturbances of eating, sleeping, and concentration.Stage Two: Impact StageEmotions intensify and may include rage, anger, grief, depression,guilt, withdrawal. Physical symptoms may also intensify.Stage Three: Reconciliation StageIndividual has had an opportunity for self-evaluation of the incident ,

begins the process of reintegration, resolution and closure.Slide25

Common Symptoms After a Critical Incident

Emotional

Fear

AnxietyDepression, sadness, griefFeeling hopeless or helpless

Feeling numbIrritabilityInappropriate emotional responsesAngerGuilt, survivor guilt, survival guiltPhobias

DenialExcessive worry about othersAgitation

Feeling overwhelmed

Cognitive Thoughts

Confusion

Difficult concentrating and making decisions

Memory problems

Shortened attention span

Overly critical

Preoccupation with the event

Flashbacks

Overly sensitive

Behavioral

Social withdrawal/Silence

Hyperalert to environment, hypervigilance

Suspiciousness

Emotional outbursts, loss of control

Changes from typical behavior

Avoiding thoughts, feelings or situations related to the event

Changes in communication

Change in sexual function

Increased consumption or alcohol and/or other drugs

PhysicalNausea/DiarrheaShallow breathing

Twitches/Tremors

Dizziness/Faintness

Chills/Sweating

Easily startled/Jittery

Fatigue

Changes in appetite

Sleep disturbances and nightmares

Headaches

Grinding teeth

Feeling uncoordinated

After experiencing a traumatic event, it is very common, in fact quite normal, for people to experience a wide range of emotional or physical reactions. These responses may appear immediately after the event or some time later. They may last for a few days, a few weeks, or even longer.

Don’t worry

-- these are

normal

reactions to an

abnormal

situation. It’s important to understand that like the flu, your reactions will run their course and you will feel better in time. The following are some of the most common symptoms:Slide26

Critical Incident Stress Debriefing

Definition

Structured informal discussion that provides education, validation, reassurance and support for participants’ reactions to a critical incident while allowing an opportunity to ventilate. Debriefings are not counseling, treatment or psychotherapy.

Purpose and goals

To facilitate recovery from traumatic stress and reduce or prevent post traumatic stress disorder, depression, anxiety or panic reaction, phobias, or other mental health concerns.

ProcessIntroduction

Facts

Thoughts

Reactions

Symptoms

Teaching

Re-entry

NOTE: Requests for a CISD must be made by the SEAP Coordinator and

coordinated with the Office of Administration- SEAP.Slide27

Things to Remember About Trauma

Everyone responds differently to trauma. Try not to judge yourself or others. This is an important time to honor your own feelings and experiences as well as those of others.

Experiencing a critical incident may trigger memories of other trauma you have experienced. This is normal and although painful, will pass in time.

Take care of yourself. It is important to rest, eat well, and exercise to relieve pent-up feelings and stress. Put unrelated stressful decisions on hold. Don’t force yourself to do things that feel uncomfortable. Allow for time alone and with others as you need it.

A trauma in the workplace is serious. We may not realize how much a part of our lives our co-workers have become until something happens to one of them.

While we may question the appropriateness of “grieving” at work, it is necessary in order to put closure on the incident. People grieve in different ways and those differences need to be supported and respected.It can be helpful to consider the possible positive results that can come from experiencing a trauma or loss. The experience can lead to a reassessment of what’s really important, an opportunity to make changes, and to be more appreciative of those around us. For many people, surviving a crisis can help build self-confidence. Knowing they had the strength to manage through a very difficult situation can lead to believing: “If I made it through that I can make it through anything!”Slide28

What You Can Do for Others

Take care of yourself first. Then you can help others.

Listening

Listen carefully.

Acknowledge feelings as normal. Be sensitive to individual circumstances, and different points of view.Don’t respond with “you’re lucky it wasn’t worse.” Instead, say that you are sorry such an event has occurred and you want to understand and help.

Don’t take emotional responses like anger personally. Respect an individual’s need for privacy. If someone doesn’t want to talk about the incident or their feelings, don’t insist.

Reaching Out At Work

Organize support groups at work to help one another

Offer a “listening ear” to someone who hasn’t asked for help but may need it.

Give encouragement, support and understanding with on-the-job issues.

Identify resources for additional help (SEAP, mental health benefit, human resources department).

Helping Family and Friends

Offer to spend time with the traumatized person. Reassure them that they are safe now.

Offer help with everyday tasks like cleaning, cooking, caring for the family.

Respect their need for privacy and time alone.

Suggest available help (SEAP, community resources, church groups, etc.)

Keep communication open - be available and accessible.Slide29

What You Can Do For Yourself

Eat well-balanced and regular meals, even if you don’t feel like it. Good nutrition is very important when you are feeling stressed.

Get plenty of rest.

Exercise regularly. It can help work off some physical stress symptoms, leaving you feeling calmer and better able to relax. If you’re feeling lethargic, exercise can help energize you and clear your mind.

Avoid caffeine, especially if you are having trouble sleeping.Avoid the use of drugs or alcohol, including prescription and over-the-counter drugs to numb the pain. It will only complicate or delay your recovery.

Structure your time and set priorities. Maintain your basic normal routine, but give yourself permission to skip the extras for a while.Don’t make any major life changes or decisions.

Do make as many small daily decisions as possible to reassert your sense of control.

Don’t try to avoid or deny reoccurring thoughts or feelings about the incident. They are normal and will decrease over time.

Give yourself permission to feel rotten and to share your feelings with others.

Do things that you enjoy. Take mini-breaks: go out to dinner, take 10 minutes alone, watch a movie.

Talk with people you trust: your family, friends, co-workers. Don’t be afraid to reach out. People do care.

Don’t be afraid to set limits with others when you don’t feel like talking. You don’t have to discuss the incident or your feelings when you don’t want to.

Don’t label yourself as “crazy.” Remind yourself you’re having normal reactions.

Write down your thoughts and feelings. This can be especially helpful if you’re having trouble sleeping or when you wake from a troubling dream.

Ask for help if you need it. If you are having trouble coping on your own help is available from many sources:

Professional assistance from a counselor may sometimes be necessary. This does not imply weakness or craziness. It simply indicates that the particular event was just too powerful to handle by yourself.

In the workplace you may be able to get assistance from your co-workers, the human resource department, or SEAP.

Church, friends, family, and other community resources can be valuable sources of support.

When you’ve experienced a trauma, it can be a shock to your whole system. The following are some ideas to help you cope with any physical or emotional symptoms you may be experiencing:Slide30

Trainer’s Name: ________________________ Date/Time: ________________

Bureau/Agency: ________________________ Location: __________________

Please circle your responses and make comments or suggestions below.

Very Little

Excellent Good Good Value Poor1. What is your OVERALL opinion of this course? 5 4 3 2 12. The course MATERIALS were: 5 4 3 2 1

3. The course ACTIVITIES were: 5 4 3 2 14. The instructor’s PRESENTATIONof the information was: 5 4 3 2 1

5. The instructor’s KNOWLEDGE of the

the subject was: 5 4 3 2 1

6. Would you recommend this training

to co-workers?

YES NO

Training Evaluation for:

Preventing Workplace Violence

Comments, questions and concerns:

What did you feel was the most useful?

What did you feel was the least useful?

What changes would you recommend to improve this training?