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Workplace Violence

Prevention

Compiled by

Ce-Classes.com

Learning Objectives

After completing this course, participants will:

– Identify aggressive behavior and anger triggers.

–Describe techniques for managing anger.

– Identify the warning signs of workplace aggression and de-escalation techniques.

Anger arises and

aggression occurs

o ANGER is a normal emotional state

o AGRESSION is a behavioral manifestation of feeling angry.

Anger and Violence

Emotions are a factor of the human condition, whether felt or faced.

Different human emotions can be exhibited in a positive or negative manner including anger.

Anger and Violence

The legitimate emotional state of anger is significantly related to aggression because aggression is a behavioral manifestation of feeling angry.

Anger and Violence

“Anger arises and aggression occurs”.

Anger and Violence

workplace aggression is defined as “efforts by an individual to harm others with whom they work, or have worked, or the organizations in which they are presently or where presently employed”

( Glomb, Steel, & Arvey).

Anger and Violence

For the purposes of this training we will focus on aggressive behavior on an interpersonal level, such as coworker to coworker or colleague to colleague or towards organizational outsiders.

What is Workplace Violence?

Yelling at a coworker because he/ she cannot hear you over an outside car alarm maybe aggressive behavior but is not an aggressive intentional act.

What is Workplace Violence?

Yelling at a coworker because you are angry they embarrassed you in a meeting; shows intent to harm another

Spectrum of Organizational

Anger and Aggression

The emotional state of anger is neither good nor bad.

Thus, anger can be constructive or destructive. The problem comes about when we don’t know how to properly handle or when we lose control of our own emotions.

( Glomb, Steel, & Arvey; Peacock)

Constructive

–Opening lines of communication with management for future development

–Channeling your anger into positive motivation energy towards your work

Destructive

- Not relaying an important message from the supervisor to a coworker.

- Discontinue “going the extra mile”.

- Yelling at a coworker.

- Spreading false rumors about a coworker.

- Destroying property.

- Physical harm to a coworker or customer.

Spectrum of Workplace

Aggression

Gossip

Work Slowdowns

Stealing

Sabotage

Physical Violence/

Homicide

(Martinko, Douglas, & Harvey; Nuckols).

Workplace Aggression

Workplace aggression is not always about physical violence or homicides, although it does receive the most attention in the media and in research.

(LeBlanc & Kelloway)

Although the U.S. Bureau of Labor Statistics indicates homicides to be the second leading cause of workplace death, only 4-7% of these homicides are committed by fellow colleagues.

(LeBlanc & Kelloway)

This extreme level of workplace aggression can be reduced by creating a prevention plan and simply being aware of our colleagues and organizational aggression levels.

(LeBlanc & Kelloway).

First, take all threats seriously and inform management immediately. Better safe than sorry!

Prepare for "what if" situations by understanding company procedures and mental reflection.

Organizations now have an action plan in case these extreme levels of aggression should occur, be proactive and know the plan or voice your concern constructively to management that the organization should develop and implement a prevention plan.

Also, employees should internally prepare for this hypothetical event so they can remain calm and not be caught off guard.

Be vigilant of aggressive behavior and warning signs. At this point you might be asking yourself…

So how do we as proactive employees become more aware?

Create a prevention plan and be

aware of aggression levels.

Take all threats seriously and

inform management immediately.

Prepare for "what if"

situations by understanding

company procedures.

Be vigilant of aggressive behavior

warning signs.

Spotting The Warning Signs

Being aware of our surroundings at work and watching out for changes in coworkers level of aggressive behavior can help reduce increases in the continuum.

Stage one warning signs include: – Unusual behavior changes

– Uncooperative with direct supervisor on a regular basis .

– Argues with coworkers constantly

– Spreads gossip and rumors deliberately to harm others.

– Excessively hostile toward customers or coworkers.

– Irritability and anxiety escalates.

Wood Holes Oceanographic Institution prevention plan for workplace violence

Stage two warning signs include: – Writes violent or sexual notes to other

employees or management. – Verbalizes desires to harm coworkers or

employer. – Sabotages equipment or steals property. – Continuously disregards company policies

and procedures. – Levels of arguments or altercations

increase with all personnel . – Noted decrease in interest and confidence

in work .

Stage three identifies when anger intensifies resulting in:

–Depression or withdrawal.

–Property destruction .

–Physical fighting.

–Suicidal threats.

–Use of weapons to harm others.

Anger Styles: Classifying

Aggressive Behavior

Now that we understand the continuum of aggressive behavior in the workplace and how to spot the warning signs, let us shift our attention to examine the three main anger styles: avoiders, exploders, and assertors.

Classifying Aggressive Behavior

Avoiders

Demonstrate a passive aggressive style by suppressing their anger internally. They generally blame themselves and feel that showing anger overtly will cause others to reject them.

(Peacock)

Avoiders

Typically also feel resentment and lower self-esteem or engage in passive aggressive behavior. For instance, deleting a coworker’s project anonymously is an indirect aggressive act.

(Peacock)

Exploders

Express their aggression in an outright verbal or physical manner. They are generally enraged easily and are overly sensitive to criticism. Expressing their anger usually makes them feel better.

(Peacock)

Exploders

Exploders end up hurting others and aggressive behavior continues to escalate because they do not solve the problem.

(Peacock)

Without intervention avoiders and exploders may utilize addictive substances, harm themselves, or commit criminal violent acts.

(Peacock)

Assertors

Employ techniques to manage anger and keep cool when angry feelings starts to bubble. They effectively communicate to explain why they are angry and resolve the anger trigger.

(Peacock)

Anger Styles

Avoiders-Suppress

• A form of passive anger.

• Suppress anger internally.

• Feel resentment and lower self-esteem.

• Engage in passive aggressive behavior.

Exploders- Express

•Destructive aggression.

•Outward verbal or physical aggression.

•May hurt others or escalate behaviors.

Assertors- Calm It Down •Keeps their cool.

•Employs effective communication and problem solving skills.

Anger Triggers

Everyone is angered by different buttons:

There are many cultural and gender differences in anger triggers.

(Peacock; Glomb, Steel, & Arvey; Rokach; Martinko, Douglas, & Harvey).

Anger Triggers

Anger triggers include but are not limited to:

Frustrations

Annoyances

adverse work condition

rigid rules and procedures,.

Anger Triggers

Rigid rules and procedures

Aggressive organizational cultures

Mistreatments

Injustices

Physical provocation.

Anger Triggers

Although all of get our buttons pushed, we need to implement a strategy to efficiently handle the anger in a constructive manner, we need to be implementing an assertive anger style.

(Peacock; Glomb, Steel, & Arvey; Rokach; Martinko, Douglas, & Harvey)

Anger Styles

Since we are all going to experience anger, learning our anger triggers as well as aggression controlling techniques will help us become better at managing our behavior and maintaining an assertor anger style.

(Peacock)

Reasoning Styles

Causal-reasoning styles deals with locus of control theory which states that people attribute successes and failures in different ways.

Reasoning Styles

Internalists believe that their efforts where direct result of the outcome while externalists believe that others are to blame or it was destiny that caused them to succeed or fail.

Reasoning Styles

Attribution theory is closely related to the concept of locus of control but centers on the behaviors and emotions resulting in their attribution patterns.

Reasoning Styles

These theories support the idea of a hostile attribution style in which associates within the workforce of predisposed toward aggressive behavior.

Anger Triggers

Frustrations

– come about when something we expected does not happen creating an inability to reach a goal. This many lower the person’s self-esteem leading to an avoider’s maladaptive methods of handling anger.

Anger Triggers

Annoyances

–are the everyday things that agitate us: you step in gum, someone cuts you off while driving home, or you are continuously being interrupted during a meeting.

Anger Triggers

Mistreatments or injustices

– include things like: ridicule, name-calling, being blamed for something you did not do, or a private personal matter has been spread around the office.

Anger Triggers

Adverse work conditions

–encompass environmental stressors include triggers like overcrowding, extreme temperatures, noise or threats to safety. Here the same rule of thumb for handling rigid rules can be utilized to minimize the trigger.

Anger Triggers

And obviously, physical provocation triggers anger by providing an eminent fear of physical harm triggering a fight or flight response.

How to Manage Your Anger

From Furious To Calm, Cool and Collected

–Know your triggers and avoid if possible

–Restructure your thinking

–Use relaxation methods

–STEP BACK technique

–Communication

–Problem solving techniques

(Peacock; Feindler & Starr)

The objective is to reduce problems in created by the intentionality of dysfunctional workplace aggression by knowing your anger trigger and implementing strategies to calm you down.

Knowing how to manage your anger and consequently control your aggressive behavior within the workplace will not only make the workplace more enjoyable - it will make you a more effective person and employee.

However, it is also important to remember that not every problem can be solved.

Some problems are detrimental and beyond the scope of this training program but focusing on handling the emotion by using the varied techniques mentioned will help you be effective whenever possible.

Chronic anger can become uncontrollable rage.

This requires more than implementing these techniques.

Professional counseling is recommended if you have chronic anger

Know Your Triggers

First, pay attention to your body’s physiological changes so you can be aware of when you are becoming angry.

Such signal include: pounding heart, tight muscles, nervous stomach, and raising your voice.

Admitting you are angry is critical.

(Peacock)

Know Your Triggers

Knowing your triggers and avoiding them can help reduce aggressive behavior.

(Peacock)

Managing Anger

Restructure your thinking

There are 3 main types of irrational thinking:

1) Overgeneralization/Over dramatization

2) Mind Reading

3) Labeling

(Peacock)

Managing Anger

Relaxation techniques can help you reduce the intensity of your anger to a range that is under control or removed.

(Peacock)

Managing Anger

Techniques like – taking a few deep breaths,

– counting to ten backwards,

– calming visualizations

– repeating a positive mantra

–yoga exercises

can reduce frustration and lower your agitating physiological responses.

(Peacock)

Managing Anger

STEP BACK Technique

S - see the problem from the others

person’s point of view.

T - take in what your counterpart is saying.

E - examine the situation.

P - pay attention to what is happening to

your body.

(Peacock)

Managing Anger

STEP BACK Technique

B - blend words of respect and friendship

into your interactions with coworkers.

A - acknowledge when you are beginning to

feel anger.

C - consider why you are angry.

K - keep focused in regards to the present

and not the past experiences or grudges.

(Peacock)

Good Communication

Communication Skills are tools that help you effectively handle the many different problems you face.

Managing Anger

Using good communication skills is key to managing anger and avoiding aggressive behaviors

Good Communication

Involves

• Maintaining or Enhancing Self-Esteem

• Focusing on Specific Behavior and Outcomes

• Using Reinforcement Techniques

• Listening Effectively

• Asking for Feedback

• Setting Goals and Follow-Up Dates

Good Communication

Although effective communication results in maximized productivity it can also avoid errors that are attributed to faulty communication.

Good Communication

Can also:

–Maximize individual and team productivity

–Strengthen relationships between departments

– Improve overall job performance

–Move average employees towards excellence

Good Communication

Focuses on specific behaviors

A behavior is something you can see a person do or hear a person say.

Good Communication

You should concentrate on a specific action and avoid focusing on attitude or personality.

This reduces the risk of defensive reactions and hostile feelings.

Good Communication

Explaining the outcome of the behavior helps others understand what behaviors you want more or less of and strengthens the impact of and effectiveness of your communication.

Effective Listening Skills

Listening is a skill that involves hearing and showing others that you understand rather then just telling them.

Listening involves both the ear and the brain; making it an active process that requires you to complete action steps to listen and particularly to listen EFFECTIVELY.

The true challenge of listening is not to add your own approval or opinion.

Reflecting what you hear back to someone encourages more discussion and allows you to gather more information.

Be aware of WHAT you say and HOW you say it!

Listening is a tool that allows you to:

–Ensure your understanding of information.

–Build trust with others.

–Give and get information through the use of questions.

–Control a conversation to keep it on track.

1. Acknowledging is the simplest and quickest way of listening. It means responding in a way that shows you hear what’s being said and want the other person to say more.

2. Paraphrasing involves using your own words to summarize what you think you heard.

3. Active Listening is the third and most sophisticated level of listening. This listening skill identifies what the other person is feeling during a conversation or the content of a statement including the emotions involved.

Active listening is used in situations where strong emotions are involved.

You diffuse the emotion so that of you can use logic, resolve the issue, and stay on track.

Until the negative emotion is gone, no progress can be made and your efforts will be in vain or misdirected.

Dealing Successfully with

Angry People

Try to stay calm and keep control

Acknowledge that the other person is angry

Use de-escalation techniques

Listen without interrupting

Try to understand the situation

Emphasize that you are trying to help

(Emanuele)

Angry People

We not only deal with handling anger internally but we also need to know how to successfully manager external sources of anger whether between coworker to coworker or when working with an organizational outsider.

(Emanuele)

Angry People

Remaining calm is the first step, if you get agitated that situation will only escalate further and you will lose control.

Keep in mind that the other person is angry not you. Do not allow their emotional anger state to infect you.

(Emanuele)

Angry People

Use de-de-escalation and listening skill for a successful interaction, by listening without interrupting which will allow you to gain perspective on the other angry person’s point of view.

(Emanuele)

Listening Is Critical

Listening is critical because it is the most important element for de-escalating a situation.

(Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation)

You should:

o Listen to the client’s or coworker’s frustration.

o Empathize with their “dilemma”.

You should:

o Understand how they perceive the situation.

o Find out what they want that they are not getting?

o Address their concerns in a polite and efficient manner.

Defusing a Situation

Simply listening will allow the angry person to vent so they can release their frustration to an empathetic person who cares about their situation. Listening attentively by using non verbal and verbal acknowledgement responses.

Although, the angry person is venting ensure that you are in control of the situation so it does not escalate.

(Ohbuchi, Agarie, & Kameda)

Employing the active listening skills will allow you to remove the emotion, in this case anger.

Once the anger is reduced the problem solving can begin and the conversation can become more constructive.

Remember the this three step process:

–Accept what they say without opinion

–Get feedback for content and emotion

–Stop for their responses

In very difficult situations, you many need to actively listen several times to reflect the emotion accurately and build understanding.

Apologizing is a step that we forget to utilize because we are usually not to blame for the person’s angry state.

Apologizing is actually a form of defense impression management and when completed successfully reduces the potential for aggressive behavior significantly.

You can obtain the same result if you sincerely apologize for the unjust situation they are perceiving without taking on the blame.

Using statements like:

– “I'm so sorry you having such an bad day"

– "I'm sorry the situation has you so frustrated.“

– “I am sorry that this has happened to you”

Being aware of what is occurring is extremely important.

Note when situation first escalates:

– Louder voice

–Fidgeting or

–Aggressive gestures

Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation

Avoid arguing or defending previous actions.

Avoid threatening body language (don’t stand with arms crossed).

Calmly but firmly outline limits of the setting.

If the situation continues to escalate, seek help from others

Management should be contacted and may need to intervene.

References

Berkowitz, L. (1990). On the formation and regulation of anger and aggression. American Psychologist, 45 (4), 494-503. Emanuele, P. Coping with Aggression. New York, NY: The Rosen Publishing Group, Inc. Feindler, E.L. and Starr, K.E. (2003). From steaming mad to staying cool: A constructive approach to anger management. Reclaiming Children and Youth,

12 (3), 158-160. Glomb, T.M., Steel, P D.G., and Arvey, R.D. (2002). Office sneers, snipes, and stabs wounds: Antecedents, consequences, and implications of workplace

violence and aggression. In R.G. Lord, R.L. Klimoski, and R. Kanfer (Eds.) Emotions In The Workplace. San Francisco, CA: Jossey-Bass. Hollin, C.R. (2003). Aggression Replacement training: Putting theory and research to work. Reclaiming Children and Youth, 12 (3), 132-135. LeBlanc, M.M. and Kelloway, E.K. (2002). Predictors and outcomes of workplace violence and aggression. Journal of Applied Psychology, 87 (3), 444-453. Martinko, M.J., Douglas, S.C., and Harvey, P. (2006). Understanding and managing workplace aggression. Organizational Dynamics, 35 (2), 117-130. Nuckols, C.C. (1994). Reducing workplace violence. Behavioral Health Management, 14 (4), 5-7. Ohbuchi, K, Agarie, N. and Kameda, M. (1989). Apology as aggression control: Its role in mediating appraisal of and response to harm. Journal of

Personality and Social Psychology, 56 (2), 219-227. Peacock, J. (2000). Anger Management. Mankato, MN: Capstone Press. Rokach, A. (1987). Anger and aggression control training: Replacing attack with interaction. Psychotherapy, 24 (3), 353-362. Vanderbilt University Medical Center Universal Behavioral Precautions Techniques of Verbal De-escalation. Retrieved March 22, 2009, from

http://vumc.edu/deescaation. Wood Holes Oceanographic Institution Human Resource Workplace Violence Prevention Plan. Retrieved March 16, 2009,

fromhttp://www.whoi.edu/services/HR/supervis/violence.html

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