Prevention of Workplace Violence Training Fire District Association of California April 6-8, 2016

Presented By: Don Lyon Lyon & Associates Inc. 303-810-0165 “The only thing harder than explaining why you need to prepare for a disaster ……. is explaining why you didn’t” What is a Crisis…..

A sudden, unexpected event causing death and injury, and operational and economic paralysis. What is a Crisis….

A situation that you are not prepared to handle due to emotional and psychological stress, in combination with a lack of institutional knowledge and training. Statistics

• 65% of those injured or killed in the workplace are employees, not managers. The Nature of Violence

There is not a single variable capable of predicting violence. In the absence of disconfirming evidence, one can tentatively assume that the profile characteristics are additive. That is, the more traits or behaviors a person has, the greater the probability that they may act violently. Types of Violence

• Intimidation • Threats • Harassment • Verbal Abuse • Sexual Abuse / Harassment / Indiscretion • Racial Tensions • Stalking • Domestic Abuse • Physical Abuse Perpetrators of Workplace Violence • Employees • Former Employees • Customers/Suppliers/Clients • Criminals • Family Members • Psychologically Challenged Individuals • Domestic Abusers • Stalkers • Terrorist Why? How You Got Into the Problem, How to Get Out! Reason One: We hired them.

Reason Two: We did not train our supervisors to manage correctly.

Reason Three: We did not fire them when it was easy. Why?

• Macro Economics: Down-sizing/Right- sizing • Micro Management • Abusive Management & Work Environment • History of Tolerating Violence • Job or Responsibility Change The Nature of Violence

• Violence Results From Frustration • Violence Is Usually Caused By A Breakdown In Communication • All Parties In A Conflict Usually Feel Threatened And Believe They Must Protect Their Position • The Key Is To Identify The Cause Of The Frustration And Establish Communication Characteristics of Potentially Violent People The Violent Person Often: • Blames Others For Their Errors/Mistakes • Doesn’t Accept Responsibility • Feels Entitled • Holds Grudges • Is Frequently Angry • Is Depressed • Doesn’t Accept Criticism Well The Rules • Angry/Aggressive Individuals Do Not Follow The Rules. They Behave Proactively And Can Easily Control The Situation.

• They Feel Powerful because They Do Not Abide By Any Regulations Or Policies. Conflict Management

The Line in the Sand

Dealing with the Potentially Violent Individual It’s All About

ACCOUNTABILITY and CONSEQUENSES The Nature of Violence Warning Signs • History Of Violence • Poor Impulse Control • Fascination With Guns Or Other Weapons • Fascination With Violence And Violent Events • Evidence of Possible Substance Abuse • Unshakable Depression • Evidence of Serious Stress in Employee’s Personal Life • Impact On Manager’s Time The Nature of Violence

• Violence Results From Frustration • Violence Is Usually Caused By A Breakdown In Communication • All Parties In A Conflict Usually Feel Threatened And Believe They Must Protect Their Position • The Key Is To Identify The Cause Of The Frustration And Establish Communication The Nature of Violence Precursors Employer • Failure To Train New Managers • Failure To Listen • Failure To Pay Respect • Failure To Show Appreciation • Lack Of Reward • Failure To Take The Time - Make The Time To Know Your People • Failure To Address An Employee Problem Immediately The Nature of Violence Contributing Factors

• Drugs & Alcohol • Domestic Relations  Distribution  Abusive  Reliance  Divorce • Economy  Work Stability  Personal Finances The Nature of Violence Triggers • Professional  Job Loss  Disciplinary Action  Perceived Rejection  Confrontation • Personal  Family Difficulties  Financial Difficulties  Psychological Problems The Nature of Violence Warning Signs • Noticeably Changed Behavior • Ominous Threats • Increasing Belligerence • Angry Outburst • Extreme Disorganization • Obsessions • Suicidal Comments or Threats Characteristics of Potentially Violent People The Violent Person Often: • Blames Others For Their Errors/Mistakes • Doesn’t Accept Responsibility • Feels Entitled • Holds Grudges • Is Frequently Angry • Is Depressed • Doesn’t Accept Criticism Well The Nature of Violence Warning Signs • Attendance Problems • Decreased Productivity • Inconsistent Work Patterns • Poor On-The-Job Relationships • Concentration Problems • Safety Issues • Poor Health And Hygiene • Unusual/Changed Behavior IDENTIFYING THREATS

HOW ARE THEY WHAT IS THEIR WHAT IS THEIR TALKING? VOICE TONE? BEHAVIOR LIKE? • Respectful • Normal • Compliant • Negative • Loud • Passive Resistive • Abusive • Angry • Active Resistive • Derogatory • Rageful • Assaultive • Threatening • Mimicking • Deadly Assaultive STRATEGIC CONSIDERATIONS WHEN DEALING WITH DIFFICULT PEOPLE

YOUR PERCEPTION OF THE ACTION TO BE TAKEN SITUATION Verbally and Non-Verbally Compliant and Use normal modes of communication Cooperative Verbally Negative while Non-Verbally Use psychologically based Compliant communication Verbally Assaultive while Non-Verbally Use hard style verbal tactics Compliant Verbally Negative and Non-Verbally Non- Use hard style verbal tactics and ACT Compliant Verbally Assaultive and Non-Verbally Non- ACT Compliant Non-Verbally Assaultive ACT Warning Signs – Nonverbal Communication • Trembling • Sweating • A Red Face • Crossed Arms • Clenched Jaws or Fists • Shallow Breathing • Glaring or Avoiding Eye Contact. • Sneering • Pacing the Floor Warning Signs Verbal Abuse/Assault

THE MORE THE LANGUAGE DETERIORATES AND BECOMES OFFENSIVE, THE GREATER THE RISK FACTOR Behavior and Threats

• Category One  Veiled: “I don’t know what I’m capable of doing”, or, “I learned how to kill in the military”

• Category Two  Conditional: “If I lose my job you will pay for it”, or,” If you fire me, I’ll go home and kill my kids”

• Category Three  Direct:”I’m going to kill my supervisor” Behavior and Threats Verbal Abuse/Assault • Negative Complaining, Pessimism And Negative. “Nothing Ever Changes Around Here.”

• Abusive Upset And Distraught, Escalating To Name Calling And Blaming Others Behavior and Threats Verbal Abuse/Assault • Derogatory Vulgar, Racist, Sexist, And Slanderous. Puts Down Others And/Or Ideas.

• Assaultive Threatening Or Attempting To Intimidate. Threats Of Physical Assault, Sabotage Or Death. Behavior and Threats: The Time Syndrome

• Level l  Improper Behavior & Communication • Level II  Threats & Intimidation • Level III  Property Damage  Harassment  Physical Abuse  Murder Levels of Violence

• Level One  Refuses To Cooperate With Supervisor  Spreads Rumors And Gossip To Harm Others  Consistently Argues With Others  Belligerent Toward Clients/Customers  Makes Unwanted Sexual Comments Levels of Violence

• Level Two  Argues Increasingly With Customers, Vendors, Co-Workers And Management  Refuses To Comply With Company Policies  Sabotages Equipment And Steals Property For Revenge  Verbalizes Wishes To Hurt Co-Workers And/Or Management  Sends Sexual Or Violent Notes To Co-Workers And/Or Management  See Self As Victimized By Management Levels of Violence

• Level Three  Frequent Displays Of Anger Resulting In:  Suicidal Threats  Specific Violent Threats  Physical Fights  Destruction Of Property  Utilization Of Weapons To Harm Others  Commission Of Murder, Rape And/Or Mass Murder Domestic Abuse

Warning Signs of Abuse

• Withdrawal - Seeks Isolation • Numerous Or Unexplained Absences • Deterioration Of Productivity • Receives Many Personal Telephone Calls And Appears Distraught • Extensive Bruising And/Or Injuries With Implausible Explanations Stalking ( ROMANCE OBSESSION/ THE DEADLY OBSESSION) • “Willful, Malicious And Repeated Following And Harassment Combined With The Credible Threat Intended To Make The Victim Fear Death Or Serious Injury” • The Target May Be A Girlfriend, Ex- Spouse, Or A Stranger Survival Strategies When Workplace Violence Is Occurring

• Get Out/Get Away • Barricade Yourself • Concealment • Play Dead • Attack Unconfronted Disruptive Behaviors Will Either Continue And/Or Increase Controlling the Potentially Violent Situation Conflict Resolution

• (1) The Problem Is Always Bigger Than You Think • (2) Position Yourself  Physically  Mentally • (3) Listen! • (4) Use The Silence • (5) Talk Lower and Slower • Don’t Do Anything That Will Bring Harm to You or Others!!!!! Conflict Management The Approach and Initial Confrontation

• Already At Disadvantage • Approach With Caution • Never Assume Familiarity • Plan Ahead • Get Attention Of Disputant • Maintain Position Of Neutrality • Never Take Sides • Know Your Limitations Conflict Management Points of Potential Failure • Failure to plan ahead • Not realizing personal limitations • Not being sincere • Repeats or overuse of techniques • Siding with disputant • Failure to control personal frustration • Not using a balanced approach • Use of unfamiliar techniques or flippant • Over control of situation • Simplification of situation Conflict Management Meeting the Needs of the Disputant(s) • Listen  Gain Control Through Self-Control • Posture Your Behavior  Evident Concern  Humanize the Incident • Positive Response  Project Anticipated Outcome of Incident Remember the most critical step in conflict management is separation.  Verbal Barriers  Physical Barriers Conflict Management The Steps of Conflict Resolution • STAY CALM • Alert others • Maintain separation • Try to develop control  soft authority  modeling  evident concern • Distraction • Reframing • Resolution or Referral Conflict Management The Call for Assistance • Timing is Everything! • Disputant(s) Perception Unrealistic • Inability to Cope with Situation • Foreseeable Escalation of Event • Disputant(s) Disassociation • Failure to Resolve Conflict Management Interacting with the Difficult Employee • Make Evaluations Complete • Inform Completely and Straightforward • Be Specific, Do Not Generalize • Make Discussions Future-Based Controlling the Potentially Violent Situation Control Option A -

Violence Potential May Exist Or A Veiled Threat Has Been Made, But No Immediate Danger Potential Main Goal • Assess the Threat Potential and Take Appropriate Action Procedural Considerations: • Have Previously Developed Policies On Threats And Violence • Investigate The Allegations • Confront and/or Check Out The Allegations With The Potential Perpetrator • Document The Incident Control Option A

Procedural Considerations: (Continued)

• Provide Information And Documentation To The Threat Assessment/Violence Management Team • Have A Rapid Means For Intervention And Consequences If Incident Is Substantiated • Initiate Post Incident Action Plan Control Option B An Immediate Threat Exists Main Goal • Control or Remove the Threat by Limiting Access of the Perpetrator to all Facilities and Notifying Targets

Procedural Considerations: • Assess Violence Potential By Evaluating The Potential Perpetrator And Interviewing Collaterals • Add Additional Security As Necessary • Initiate Post Incident Action Plan Control Option B

Procedural Considerations: (Continued)

• Have Previously Developed Safety and Evacuation Plans, Along With Notification of all Emergency Services Agencies • Activate Threat Assessment/Violence Management Team Control Option C Violence is Occurring or Has Occurred Main Goal • Contain the Area and Control Casualties

Procedural Considerations: • Have Previously Developed Safety and Evacuation Plans, Along With Notification of all Emergency Service Agencies • Activate Threat Assessment/Violence Management Team Control Option C

Procedural Considerations: (Continued)

• Have a Rapid Means for Notification of Employees and Others Who Are In the Target Zone • Keep Plans Simple • Initiate Post Incident Action Plan EMPLOYEE REACTION TO A CRITICAL EVENT

STAGE ONE: CRITICAL INCIDENT • Shock • Disbelief • Numbness • PHYSICAL REACTIONS Heart Rate Increases; Perceptual Senses Become Heightened or Distorted; Adrenaline Levels Increase EMPLOYEE REACTION STAGE TWO: IMPACT STAGE Confusion and Information Void:: Anger Rage Fear Terror Grief Sorrow Helplessness Guilt Depression Withdrawal EMPLOYEE REACTION

• STAGE THREE: RECONCILLIATION • Tries To Make Sense Out Of The Event • Tries To Understand The Incident Impact • Tries To Reach Closure Of The Event • Employees Experience a Series Of “Losses”  Immortality and Invulnerability  Safety and Security  Control Over Life Lessons Learned

• Critical Incident Plan • Integration of Emergency Services • Comprehensive Training • Recovery Protocols Policy Read and Acknowledge

Thanks for Listening! DISCLAIMER The purpose of this workshop material is to help educate employers, employees and others about ways to reduce risks and injuries from criminal acts. It is not intended as a substitute for a specific security program tailored to any particular work environment. Lyon Associates ,Inc., and the company we represent, assume no liability for any use of this information. Nothing in this presentation shall be construed to supersede, or in any manner affect and/or interrupt any federal, state or local civil/criminal law. The content of this information is strictly the opinion of the presenter, and is not representative of any other person or company. How To Contact Us:

Donald W. Lyon Lyon Associates, Inc.. 303-810-0165