Managing threats of violence at work

STEPHEN HEIDEL

San Diego Daily Transcript , Wednesday, January 23, 2002

"I am so mad at my supervisor I feel like getting a gun and taking out some people at work."

Threats like these have become quite common in the workplace. Realizing this, employers have begun taking steps to manage threats before serious acts of violence occur. It is not surprising since 15 percent of all violent crimes occur in the workplace and approximately 700 employees die each year as the result of workplace violence. Homicide has become the second leading cause of death in the workplace. The majority of these are related to robberies and other crimes, but homicide by co-workers continues to be a serious concern.

A recent survey of human resource professionals reported an increase in violence in the workplace, including threats and physical acts. The causes of violence listed include personality conflicts, work-related stress, family and marital problems, emotional and mental problems, terminations, and alcohol/drug abuse.

Warning signs

It is a common belief that employees who become violent just snap without any warning. This is not true. Warning signs almost always occur before an employee commits a violent act.

Warning signs include:

1. threatening comments
2. threats of committing violence or murder
3. reference to incidents of violence previously reported in the media
4. stalking
5. paranoid comments
6. a history of violent behavior
7. preoccupation or extreme interest in weapons; and
8. intimidation of co-workers

The following are examples of warning signs that occurred before a physical act of violence.

1. A craftsman was told his work on a project was unacceptable and he was being put on probation. He told his co-worker that his supervisor was picking on him, wanted him fired, and if he lost his job his supervisor would pay. Two weeks later another co-worker complained to their supervisor that the same person was scaring him because of his talk about guns he had at home and pictures of weapons that he brought to the workplace.
2. Two co-workers began having a romantic relationship. The woman ended it after several months. The male employee was unable to accept this, continued to contact her, and began to follow her when she left work. The woman asked him to stop. He told her he was losing control and was not able to stop.
3. A customer service representative received several customer complaints for aggressive behavior. He denied the complaints, but after an investigation he was transferred to another department. Several co-workers in the new department said he was hostile and aggressive. After three months in that position a female co-worker filed a workers' compensation claim, stating he was intimidating her and she was afraid to go to work.

Early intervention: an ounce of prevention

Violence is often the end result of long standing conflicts where several tense situations have occurred with no resolution. Instead of self-correcting, these tend to deteriorate over time until the situation becomes volatile. In addition to causing violence, unresolved conflict drains energy and reduces performance of work groups. Because of these negative effects, conflict between employees must be dealt with quickly and not allowed to fester. Managers should pay attention to what employees are saying and address conflict as it occurs.

Organizational response

There are several measures organizations should take to minimize threats of violence and to prevent physical acts of violence in their workplace.

1. Develop a policy to deal with workplace threats and violence. This could be presented as part of a general policy regarding a respectful workplace. It should address zero tolerance for violence, possession of weapons in the workplace, and reporting requirements when an employee becomes aware of a threat.
2. Form a threat management team to quickly respond to all threats. Members might consist of human resources, risk management or security, an attorney, and the employee assistance program.
3. Investigate all threats. The investigation should include interviewing the alleged victim, the alleged perpetrator and all witnesses.
4. Develop an action plan. All members of the threat management team should be involved in formulating the plan. Responses to situations as potentially dangerous as these should not be formulated by a single person.
5. Train all employees about the policy, including how to report threats of violence. Reiterate the company's intolerance for intimidating behavior and threats.

Clinical interventions

An employee who has made a threat of violence may need the help of a mental health professional for assessment and treatment.

Unfortunately, the role of the treating clinician may conflict with the needs of the workplace. A treating clinician will always act as an advocate for their client. In this role, they cannot call the employer to verify the accuracy of the employee's statements. Additionally, the treating clinician may be unable to provide the workplace with an objective report on the employee's ability to return to work in a safe and productive manner.

To avoid this conflict, it is best for employers to obtain a fitness-for-duty exam by an independent clinician who is familiar with the workplace and understands the concerns of the employer. The goal of this evaluation is a thorough assessment, not treatment. Keeping the fitness-for-duty evaluation separate from treatment is essential to protect the needs of both the employee and the employer, who must provide a safe and productive working environment.

Threats of violence by employees occur quite frequently. Employers are taking action to minimize the negative impact of threats and to prevent them from deteriorating into dangerous situations.

top