1. Violence in the WorkplaceBy
Dr. Ali Saleh

2. Workplace Violence
Workplace violence - Violent acts, behavior, or threats that occur in the workplace or are related to it.
Outsider - Person with no relationship of any kind with a victim of workplace-violence incident or his/her employer.
Employee-related outsider - Person with some type of personal relationship (past/present) with an employee, but no work-related relationship with the employee.

3. Workplace Violence
High-risk occupations in terms of workplace violence:
Taxicab drivers; retail workers.
Police and security officers.
Finance, insurance, real estate.
Health care; Community service employees.

4. Risk-reduction Strategies
Natural surveillance - Involves designing, arranging, and operating the workplace to minimize isolated areas.
Control of access - Channeling outsiders to an access-control station, requiring visitor passes, employee badges, and isolating pickup & delivery points.

5. Risk-reduction Strategies
Establishment of territoriality - Employees move freely in their established territory, but restricted in other areas.
Activity support - Workflow & traffic patterns maximizing the number of employees conducting natural surveillance.
Administrative controls - establishing policies, doing background checks, and providing employee training.

6. Individual Factors Associated with Violence
Record of violence
Background checks
Membership in a hate group
Psychotic behavior - Individuals who constantly talk to themselves, say they hear voices, or become increasingly untidy over time may be violence prone.
Romantic obsessions - may eventually respond to rejection with violence.

7. Individual Factors Associated with Violence
Depression - hurt either themselves or someone else.
An employee who becomes increasingly withdrawn or overly stressed may be suffering from depression.
Finger pointers - Refusal to accept responsibility is often exhibited by violated acts
Unusual frustration levels
Obsession with weapons
Drug dependence

8. Environmental Factors Associated with Violence
Autocratic management
Role ambiguity
Partial, inconsistent supervision
Unattended hostility - Supervisors who ignore hostile situations or threatening behavior are unconsciously giving them their implicit approval.
No respect for privacy
Insufficient training: People who feel inadequate can turn their frustration inward and become depressed, or turn it outward and become violent.

9. Guidelines 1. Management Commitment/Employee Involvement
2. Workplace Analysis
Records Monitoring and Tracking
Trend Monitoring and Incident Analysis
Employee Surveys and Focus Groups
Security Analysis

10. Guidelines 3. Hazard Prevention and Control
Engineering controls: e.g. surveillance cameras, adequate lighting.
Administrative controls: e.g. proper work practices.
4. Safety and Health Training
5. Record Keeping and Evaluation

11. Conflict Resolution & Workplace Violence
A violence prevention program should include conflict and anger management.
Conflict management has the following components:
Establishing conflict guidelines
Developing employee conflict prevention/resolution skills.
Helping all employees develop anger management skills.

12. Explore the Other Person’s Viewpoint
Allow the other person to present his/her point of view.
Establish that your goal at this point is mutual understanding.
Elicit the other person’s complete point of view.
Listen nonjudgmentally and do not interrupt.
Ask for clarification if necessary.

13. Explain Your Viewpoint
After you fully understand the other person’s point of view, present your own.
Ask for fair hearing for your point of view.
Describe how the person’s point of view affects you.
Explain your point of view accurately and completely.
Ask the other party to paraphrase and restate what you have said.
Correct the other party’s understanding if necessary.
Review and compare the two positions.

14. Agree on a Resolution
Once both viewpoints have been explained and are understood, move to the resolution.
Reaffirm the mutual understanding of the situation.
Confirm that both parties are ready and willing to consider options for an acceptable solution.

15. Agree on a Resolution
If differences cannot be resolved to the satisfaction of both parties, try one or more of the following
Take time out to reflect and try again.
Agree to third-party arbitration or neutral mediation.
Agree to a compromise solution.
Take turns suggesting alternative solutions.
Give up once your position has been thoroughly stated and is understood.
Agree to disagree while still respecting each other.

16. Develop Anger Management Skills
Anger occurs when people feel that one or more of their fundamental needs are being threatened.
Need for approval or for self-esteem.
Need to be valued, or appreciated.
Need to be in control.

17. Develop Anger Management Skills
Strategies to help employees manage anger:
Avoid the use of anger-inducing words and phrases.
But; You should; Always; Never, I can’t, You can’t.
Admit that others don’t make you angry; you allow yourself to become angry.
Don’t let pride get in the way of progress.
You don’t have to be right every time.
Drop your defenses when dealing with people; Be open and honest.
Relate to other people as equals.
Avoid the human tendency to rationalize angry responses.