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Survival MindsetSurvival Mindset• Workplace / School / Business shootings can occur anytime,
anywhere to anyone Unlike anything you’ve experiencedanywhere, to anyone – Unlike anything you ve experienced
• Bottom line: You need to take direct responsibility for yourBottom line: You need to take direct responsibility for your safety and security
• Survival Mindset is a protective shield– AwarenessP ti– Preparation
– Rehearsal ** It’s not fear It’s awareness It s not fear. It s awareness.
Survival MindsetSurvival Mindset
ComponentsComponents
✦Awareness
• Gain a basic understanding of situation
• Become attuned to work environment
• Predetermined mindset will help you take rapid, effective actions
Survival MindsetSurvival MindsetComponents
✦ Preparation
– Looking at your work environment through th l f i l
✦ Rehearsal
• Mentally or physicallythe lens of survival
– “What if” questions are critical in developing effective response
Mentally or physically practicing your plan
✦Will reduce response time effective response strategies
– Survivors prepare themselves both
pand build confidence
• A survival inoculation
themselves both mentally and emotionally to do whatever it takes to survive
Survival MindsetSurvival Mindset
Life‐Threatening RiskLife Threatening Risk
✦Any action taken or not taken during an active‐✦Any action taken, or not taken, during an activeshooter incident may involve life‐threatening risk
Survival Mindset
✦Will provide a strong foundation upon which to base decisions and actions
Courses of ActionCourses of Action
Trained versus UntrainedT i d U t i d
✦ First response is the same for both groups
Trained Untrained
Startle and fear Startle and fear
Feel Anxious Panicboth groups✦ Reactions begin to differ
markedly from there on out
Recall what they have learned
Fall into disbelief
Prepare to act as Lost in denialrehearsed
Commit to action Descend into helplessness
Courses of ActionCourses of Action
Survival Mindset✦Enables you to act quickly and effectively✦Mindful, not fearful
• Airline safet briefing• Airline safety briefing• Better able to make that first, critical decision
C ti tContinuous assessment process✦Allows you to take appropriate survival action✦Use all senses✦Use all senses✦Trust you intuition—that “gut” feeling
• Knowing without knowing why
Two Scenarios to Initiate a LockdownTwo Scenarios to Initiate a Lockdown
• Threat outside the facility but in closeThreat outside the facility, but in close proximity.
• Threat / Intruder inside the facility.
– Both scenarios have similarities in what should be done.
Courses of ActionCourses of Action
• Figure It OutFigure It Out– What’s going on?Where is it happening?– Where is it happening?
– Who is doing it?Use all o r senses– Use all your senses
– Constantly evaluateT i i i– Trust your intuition
• Knowing without knowing why
Lockout / LockdownLockout / Lockdown
• Close and lock the door where you are atClose and lock the door where you are at.• Cover window to door if possible.T ff li h• Turn off lights.
• Find a safe wall.• Listen for further directions.
Violence in the BuildingViolence in the Building
• Get Out– Move quickly; don’t wait for others to validate your decision
– Leave belongings behind– Chance for survival increases if your not where the shooter/aggressor is or if you are where theshooter/aggressor is or if you are where the shooter/aggressor can’t see you
– Call Out• Call 9‐1‐1 and give the name of shooter (if known), shooter description, location, number and type of weapons
Hide OutHide Out
• May not be able to get outMay not be able to get out– Shooter is between you and the exitMay have to enter area where shooter is– May have to enter area where shooter is
Hidi l• Hiding places– Well hidden and protected– Avoid places that trap you or restrict your movement
Hide OutHide Out
• Find a room that can be locked with objectsFind a room that can be locked with objects to hide behind
• Blockade door with heavy objects• Blockade door with heavy objects• Turn off lights and become totally silent• Turn off noise‐producing items• Call 9‐1‐1 (If you can without alerting ( y gshooter)
Spread OutSpread Out
• Do not huddle together if two or more are in a groom– Gives you options and makes it harder for actor.
• Quietly develop a plan of action in the event the shooter enters
• Remain Calm– Can be contagious– Keeps others focused on survival
Take OutTake Out • Must realize the shooter’s intentions are lethal• Actor will succeed in killing all those he/she comes in contact with unless you stop him/her.
• Develop a survival mindset that you have “what it• Develop a survival mindset that you have what it takes” to survive when faced with a life‐threatening situationM t b d t d h t it t k t• Must be prepared to do whatever it takes to neutralize the threat– Throw things, yell, use improvised weapons– If two or more, plan to overtake the shooter– Choose to survive and do the best you can
Courses of ActionCourses of Action
As events unfold, you must September 11th, ycontinue to Figure Out using your personal assessment process
pconventional wisdom✦Until that tragic day, guidance
called for those involved to beprocess✦Adjust your actions
accordingly✦ i h
called for those involved to be calm, non‐threatening
✦United Flight 93 changed that guidance; passengers quickly✦No two active shooter
incidents are the same
guidance; passengers quickly figured out what was occurring and took action
• Prevented further loss of lifePrevented further loss of life
Law Enforcement ResponseLaw Enforcement Response
• Active shooter / violent encounterActive shooter / violent encounter– Police response times nationally average 3 minutes.minutes.
– Trained to move to “sound of violence”.– Response will be all encompassing with many– Response will be all encompassing with many departments assisting.
– Reality is that many incidents are over before lawReality is that many incidents are over before law enforcement arrives.
Active Shooter vs. Hostage SituationActive Shooter vs. Hostage Situation
Require different behavioral responses q pActive Shooter✦An armed individual who has used deadly force and ycontinues to do so with unrestricted access
✦Can involveSi l h l i l h• Single shooters, multiple shooters
• Close encounters, distant encounters• Targeted students, random victims• Single‐room confrontations, mobile confrontations
✦No two situations are alike
Active Shooter vs. Hostage SituationActive Shooter vs. Hostage Situation
Hostage Situationg
✦Involves an armed and dangerous individual who may or may not have already used deadly forcemay or may not have already used deadly force
✦In most cases, his access will be restricted; significant , ; gdifference is the containment of the offender and victim
✦Motive can vary between substantive or expressive
Active Shooter vs. Hostage SituationActive Shooter vs. Hostage Situation
Hostage‐Takers
✦Express their behavior or vent their frustration• Undertake actions that bring them into contact with Law
fEnforcement
✦Realize that ONLY by keeping their hostages alive can they hope to achieve their goalsthey hope to achieve their goals
• Understand failure to do so will:– change the incident dynamicsg y– increase likelihood authorities will use force to resolve the incident
Active Shooter vs. Hostage SituationActive Shooter vs. Hostage Situation
Hostage survival can be genhanced if you:
✦Remain calm ✦Find the middle position (not✦Remain calm✦Follow directions✦Avoid sudden movements
✦Find the middle position (not too assertive/passive)
✦Personalize yourself✦Don’t argue
✦Maintain eye contact (but don’t stare)
✦Don t argue✦Don’t be a nuisance✦Don’t turn your back
Active Shooter vs. Hostage SituationActive Shooter vs. Hostage Situation
Law Enforcement Negotiation Efforts
✦Will take time; be mentally prepared for a protracted situation
✦Law Enforcement negotiators will use active listening skills to:
• Communicate with hostage‐taker• Defuse emotions• Build rapport• Work towards a peaceful resolution
✦Historically, most hostage situations have been resolved through negotiations and ended peacefully
Behaviors of ConcernBehaviors of Concern
Workplace violencep
✦Any action or violent acts by a disturbed or aggrieved employee, or former employee, against co‐workers or supervisors
✦Any action that may:• Threaten the safety of an employee• Impact employee’s physical and/or psychological well‐being• Cause damage to company property
Workplace Violenceh fBehaviors of Concern
• Often described as mass murder by disgruntled y gemployee, parent, student – but is relatively infrequent
• Threats, harassment, bullying, domestic violence, stalking, emotional abuse, intimidation– Left unchecked, can turn deadlyB h i t h l d d i i t t– Behaviors teachers, counselors, and administrators must deal with daily
Behaviors of ConcernBehaviors of ConcernCommon myths
✦Out of the blue ✦Most situations will resolve themselves if given a
li ff i d✦Never saw it coming
✦He just snapped
cooling off period
✦Warning signs are always predictive of violentpredictive of violentbehavior
✦Violence is random, spontaneous, and unpredictable
Behaviors of ConcernBehaviors of Concern
Realities
✦ Threats almost always present
✦✦ Bullying is often a steppingstone
✦ Leakage, warnings made through comments (intentional or unintentional) can reveal clues to feelings, thoughts, fantasies, or
to violence
✦ The path toward violence is an evolutionary one with signpostsfeelings, thoughts, fantasies, or
intentions that may result in violence
evolutionary one with signposts along the way
✦ Erratic/abnormal behavior is a principal warning sign of future violence
Behaviors of ConcernBehaviors of Concern
• Four categories of violence (OSHA, FBI, NIOSHA)g ( , , )– Type 1 – Violent acts by criminals that have no connection to the workplaceType 2 – Violence directed at employees by– Type 2 – Violence directed at employees by customers, clients, patients, students, inmates, or any others for whom the organization provides serviceservice
– Type 3 – Violence against co‐workers, supervisors, or managers by a present or past employeeT 4 Vi l i d i h k l b– Type 4 – Violence committed in the workplace by someone who doesn’t work there but has personal relationship with an employee – domestic abuse
Behaviors of ConcernsBehaviors of Concerns
• Conditions/stressors that lead to violence/– Personality conflict– Mishandled termination or disciplinary action– Drug and alcohol use/abuse– Grudge over real or imagined grievance– Breakup of a relationship– Family conflictsFinancial or legal problems– Financial or legal problems
– Mental health issues
Behaviors of ConcernBehaviors of ConcernWorkplace violence ✦Violence more likely to occur
k lprevention program✦Assist in recognizing potential
dangers
in workplaces:• Without policies• Without an employee screening process
• Defuse them before violence erupts
screening process• Without a proper training program
• With Managers who ignore behaviors of concern
• With Managers who terminate employees without due cause
Behaviors of ConcernBehaviors of ConcernViolence more likely to occur in workplaces hi hwhich: ✦Tolerate a toxic work environment✦F il t f l h t li i✦Fail to enforce sexual harassment policies or disciplinary procedures
✦Ignore employees’ complaints about a fellow employeeemployee
✦Subject employees to frequent change and uncertainty
✦Have inadequate security measures and procedures✦Have inadequate security measures and procedures ✦Fail to treat people with dignity, respect, kindness, and compassion
Behaviors of ConcernBehaviors of Concern
Employer actions to avert workplace violencep y p
✦Communicate program policy to employees
✦Provide recurring training in preventive measures
✦Support, not punish, victims of workplace violence pp , p , por domestic violence
✦Foster a climate of trust and respect
✦Seek advice and assistance from outside resources
Summary of Behavior ConcernsSummary of Behavior Concerns
Summary ✦Overlooked area where y✦Violence and threats of
violence often result from frustration and a breakdown
employee can make a difference:
• Listen to a “troubled”
in communication
✦Effective communicators are
employee– People want to be heard
and understood– Simple act of listening can
non‐threatening, non‐judgmental, worthy of respect, and willing to listen
Simple act of listening can be a highly effective contribution to a safe work environment
Above Everything Else,,,Above Everything Else,,,
• Have a Plan !!Have a Plan !!– Not just at work, everywhere.Prepare mentally– Prepare mentally.
– Don’t be the victim.
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