2013 Wisconsin Safety Counsel Workplace Violence/Emergency Planning/Active Shooter Response Presented by Dave Droster & Debbie Berning

2013 Wisconsin Safety CounselWorkplace Violence/Emergency Planning/Active

Shooter Response

Presented by Dave Droster & Debbie Berning

Seminar Overview

Mindset of Awareness✦ Workplace Violence

Definition Stats OSHA Guidelines Forming a Multidisciplinary Team Myths

✦ Workplace Violence Spectrum✦ Behaviors of Concern

Commitment to Action ✦ Formula✦ Flash Point✦ Action Point✦ Common Inhibitors to Reporting✦ Available Reporting Options

Workplace Violence Defined

A spectrum of behaviors – including overt acts of violence, threats, and other conduct that generates a reasonable concern for safety from violence, where a nexus exists between the behavior and the physical safety of employees and others (such as customers, clients, and business associates) on-site, or off-site when related to the organization.

2012 Bureau of Labor and Statistics Data

• Nearly 2 million Americans report they’ve been victims of violence at work.

• 1 in 9 workplace fatalities were homicides.

• Homicide is the most common cause of workplace fatalities in women.

Video

The OSHA General Duty Clause29 USC § 654 - Duties of Employers

and Employees(a) Each employer—

(1) shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees;

(2) shall comply with occupational safety and health standards promulgated under this chapter.

(b) Each employee shall comply with occupational safety and health standards and all rules, regulations, and orders issued pursuant to this chapter which are applicable to his own actions and conduct.

Workplace Violence Prevention Program Requirements

There are currently no specific standards for workplace violence, however:•The courts have interpreted OSHA General Duty Clause to mean that an employer has a legal obligation to provide a workplace free of conditions or activities that either the employer or industry recognizes as hazardous and that cause, or are likely to cause, death or serious physical harm to employees when there is a feasible method to abate the hazard.

•An employer that has experienced acts of workplace violence, or becomes aware of threats, intimidation, or other indicators showing that the potential for violence in the workplace exists, would be on notice of the risk of workplace violence and should implement a workplace violence prevention program combined with engineering controls, administrative controls, and training.

Considerations for Program Development

What is a Workplace Violence Prevention and Intervention Program:

A coordinated collection of policies, procedures, and practices adopted by an organization to help prevent workplace violence and to assist the organization in effectively responding to reports of problematic behavior made under the organization’s workplace violence prevention policy.

Establishing Multidisciplinary Involvement

An organization should begin by considering who within the organization will hold responsibility for:

•Developing and implementing the Workplace Violence Prevention and Intervention Program•Conducting ongoing Threat Management•Periodically assessing the effectiveness of the Program.

Top-Management CommitmentAn organization should obtain the participation of executive or top-level management in:

•Establishing the program as an organizational priority

•Reviewing and approving a prevention policy.

•Appointing appropriate personnel to develop, implement, and monitor the Program.

•Providing sufficient resources and authorizations to maintain the Program

•Providing sufficient resources and authorizations as required during Incident Management

Other Key Stakeholders and Participants

Human Resources •Assumes a leadership role in:

– Developing the overall program, and relevant policies, procedures, and practices

– Organizing and conducting training

– Participating in incident management

– Enforcing workplace violence policies through appropriate corrective action.

Stakeholders and ParticipantsSecurity•Can contribute practical expertise related both to prevention and intervention such as:

– on-site physical security– Initial incident assessment– Investigations– employee background screening– incident management techniques– Law Enforcement liaison

Stakeholders and Participants

Legal•Can ensure the organization has met legal requirements related to violence prevention

•Can provide legal guidance during the investigation

•Can ensure that it properly navigates the numerous legal issues that arise during incident management


Safety and Health Personnel•Workplace violence prevention, intervention, and response is an integral part of an organization’s occupational injury and illness prevention program.

– Safety and health personnel should keep employers and employees aware of developments in OSHA requirements or recommended guidelines bearing on violence prevention, and assist the organization with compliance.

– Safety personnel will assist the organization in executing OSHA record-keeping and reporting requirements.


Employee Assistance Programs (EAP)•EAP personnel may become involved in prevention and intervention efforts in several ways:

– As part of efforts to resolve an incident

– Engaged to provide psychological counseling to employees or workgroups affected by a threat or violent incident.

– EAP personnel involved in counseling may receive information that triggers an obligation to warn


Crisis Management Personnel•Can play a role in ensuring that the organization’s workplace violence prevention and intervention program includes means to address and recover from emergency situations caused by a violent incident or threat.

•Can contribute in developing a crisis management process that includes a consideration of possible violent incidents


Risk Management Personnel•Can ensure that workers’ compensation and other liability insurance policies are maintained so that the organization is adequately insured against any losses from a violent workplace incident.

•Can also support efforts by the organization to implement a workplace violence prevention and intervention program as part of the organization’s overall risk management practices.


Public Relations/Corporate Communications•Can help the organization manage the media and other outside parties

•Can play an instrumental role in helping to develop internal communications

Please Enjoy A 10 Minute Break

What Should A WPV Policy Look Like

• Place all employees on notice• Establishes zero tolerance• Requirement to report behaviors of

concern• Supported by top management• Specific discipline defined• Continuously reviewed and improved

Workplace Violence

Behaviors that can cause:

✦ Personal injury

✦ Damage property

✦ Impede the normal course of work

✦ Cause workers/managers/customers to fear for their safety

Workplace Violence

Include:

✦ Threats

✦ Harassment

✦ Intimidation

✦ Bullying

✦ Assaults

✦ Stalking

✦ Domestic Violence

✦ Workplace Homicides

Merely represent the

“tip of the iceberg”

The Categories of Workplace Violence

Four broad categories:

TYPE 1: Violent acts by criminals who have no other connection with the work-place, but enter to commit robbery or another crime

TYPE 2: Violence directed at employees by customers, clients, patients, students, or others to whom services is provided

TYPE 3: Violence against coworkers, supervisors, or managers by a present or former employee

TYPE 4: Violence committed in the workplace by someone who doesn’t work there, but has a personal relationship with an employee—an abusive spouse or domestic partner

Some Myths on WPV

“Out of the blue...”

“Just snapped...”

“If left alone, events will resolve themselves...”

“Employees can’t do anything to stop it...”

It couldn’t happen here...”

Workplace Violence

Spectrum ✦ May not be a linear progression✦ To the right are acts of overt violence causing physical injury and/or death✦ Moving to the left are psychological and emotional violence✦ To the far left are Behaviors of Concern

No profile of a workplace violence offender

Some Behaviors of Concern

There are behaviors that suggest the potential for future violence

✦ If there’s a behavior that makes you uncomfortable, it’s best to listen to what may be an intuitive warning

If you see something or sense something, say something

May be an innocent explanation for behavior

if left unaddressed, could escalate and contribute to a toxic work environment

Behaviors of Concern

The following may alert supervisors to potential problems

✦ Threats, frequent aggressive outbursts, or excessive displays of temper

✦ History of threats/violent acts

✦ Ominous fascination with weapons and/or references to weapons, violent media content, or violent events


✦ Verbal abuse of co-workers and customers, or harassment through phone calls or emails

✦ Bizarre comments or behavior, including violent content

✦ Holding grudges, inability to handle criticism, making excuses, and blaming others

✦ Chronic, hypersensitive complaints about persecution

✦ Making jokes or offensive comments about violent acts

Behaviors of Concern- Sadness -

Some Behaviors of Concern, such as sadness, might not look like they could lead to a Flash Point

What begins as sadness may evolve into a serious depression and the potential for suicide

✦ Suicide is aggression turned inward; wherein homicide is aggression turned outward


Do not focus on “snapshots”

✦ No one behavior suggests a greater level of threat; significant changes in patterns of behavior are far more telling.

Employee is sending out a personal “SOS” distress signal

Learn to recognize the signals that could point in the direction of violence and then learn to respond to them


Minor non-violent conflicts that went unresolved built up until they were no longer manageable

✦ intervening early in a conflict may result in a resolution before the problem gets out of control

When people go into a crisis state, it affects the way they think, feel, and behave

Frequency, duration, and intensity are critical criteria when evaluating Behaviors of Concern

A Triggering EventA reprimand, termination, or layoff

Financial troubles, a separation, a divorce, or a death

A loss, whether real or perceived, in someone’s personal or professional life

“Injustice collectors”✦ Will not forget or forgive those

wrongs or the people he believes are responsible

Facts About Workplace Violence

Very few organizations will ever experience disturbed employees engaging in shooting sprees that wound and kill multiple victims

A far greater number will face other forms of workplace violence ✦ Threatening behavior and violent events that are less spectacular

and less deadly✦ Nonetheless, significantly damage the well-being of an organization

and place employees in harm’s way

A Commitment to Action

Workplace Violence Formula

Awareness + Action = Prevention

✦ You can do something about many situations

✦ Action has to be appropriate: Follow the B&S WPV Reporting Process

✦ Without awareness and willingness to act, you truly become vulnerable

✦ What is the Briggs & Stratton Action Plan?

An Obligation To Report

• Every employee who witnesses, hears, overhears, or learns of a threat or incident under this policy is required to report it promptly to any supervisor, manager, or the Human Resources Department

Good Faith vs. False Reports

• No retaliation against employee who makes a good faith report– even if report could not be confirmed

• Knowingly making a false report will subject employee to discipline/corrective action– including the possibility of immediate discharge

The Flash Point

The point on the Workplace Violence Spectrum where actual violence occurs

✦ Exact location can vary from one situation and individual to another

Different actions in the work environment can trigger or cause a Flash Point

✦ May be the result of non-work related situations Domestic Violence Other Personal Issues

The Action Point

Recognition that violence may be an outcome; respond with an appropriate action

Important to exercise caution when setting an early Action Point ✦ Important not to delay reporting a threat

Better chance of containing a potentially violent event Minimize harmful consequences and prevent a recurrence

✦ Stress tolerance and coping skills are highly subjective: Everyone is different and will react differently to a situation.

Common Inhibitors

Lack of awareness✦ Not trained to recognize Behaviors

of Concern

Psychological barriers✦ Busybody or snitch

Fear of retaliation

Believe it is someone else’s responsibility

✦ If a flash point is triggered, it will affect you

Reporting Process

• Person observing behavior• Next level supervision• Human Resources• Security Department• Legal• Safety

Summary

Work from a mindset of awareness✦ Don’t ignore Behaviors of Concern

They will not go away and can escalate✦ Learn how to recognize and how to report

potentially violent situations✦ Alert supervisors to concerns✦ Report all incidents to Human Resources and the

Security Department.

Please Enjoy a 10 Minute Break

Intimate Partner Violence and Stalking

The Impact on the workplace

“He may not know where she lives,

but he does know where she works...”

According to the U.S. Bureau of Justice statistics, 85% of all victims of intimate

partner violence are women. While intimate partner violence is not exclusively

a male against female issue, it is clearly the predominant pattern.

In this training program, the language and

graphics used reflect this reality.

Overview

• Scope• Intimate Partner Violence• Behaviors of Concern• Cycle of Violence• Action Options

Intimate Partner Violence Is Pervasive

• Epidemic1 woman out of 4 will

be a victim in her lifetime• Toll on workplace

3-4 billion dollars per year in lost wages, productivity, and time away from work

Catastrophic event could be an outcome

Intimate Partner ViolenceMyth vs. Reality

Myth

• Doesn’t effect smart, successful individuals

• Not a workplace issue

Reality

• Transcends all socioeconomic lines

• Spillover effects are often subtle

• Ripple effect

Intimate Partner ViolenceMyth vs. Reality

Myth

• Only blatantly violent or life-threatening scenarios can impact the workplace

Reality

• Most insidious effects can be silent—even invisible

Intimate Partner Violence Definition

A pattern of coercive behavior used by one person in an intimate relationship to gain power and control over another. Includes physical, sexual, emotional, psychological, and financial abuse.

Physical Abuse

• Not only battering May include pushing, hitting

with a fist, slapping, shoving, kicking, choking, threatening with weapons...

Emotional Abuse

• Use of words to break a person’s spirit or destroy their self-esteem

• Includes degradation, isolation, and control of actions/ behaviors through intimidation or manipulation

• Effective strategy to destroy sense of self

Behaviors of ConcernRecognizing Abusive Relationships

• Isolates from friends and family

• Uses the children• Uses economic abuse• Uses emotional

abuse• Uses stalking tactics

Stalking• Pattern of harassing

behaviors intended to frighten, intimidate, terrorize, or injure another person Primary motives include

power, control, and possession

Strong connection between stalking and intimate partner violence

Behaviors of Concern• Abuser believes he has the right

to control his partner Tells her what to do and

expects obedience May use force to maintain

power Feels partner has no right to

challenge him Feels justified making her

comply Blames abuse on his partner

Early Relationship Indicators

• Form attachments very quickly• Foundation of power and

control may be built through flattery and adulation

• Begins isolating victim from friends and family

• May cohabitate; learns personal information and begins to control finances

Power and Control Wheel

Cycle of Violence

• Tension-building phase • Abusive incident• Honeymoon phase

Not all abusive relationships follow a recurring pattern or cycle

Tension-Building Phase

• Abuser believes his ability to control the victim is diminishing

• Abuser becomes more temperamental and critical of victim

• Victim minimizes problems; may try to placate abuser to prevent abuse

• Victim may feel she is walking on eggshells

Abusive Incident

• Incident of violence or threat occurs More intense than during

tension-building phase May increase in intensity

with each act• Victim traumatized• Abuser blames victim

Honeymoon Phase

• Abuser is apologetic and loving Victim has mixed feelings

• Abuser is manipulative Victim feels guilty and

responsible• Abuser promises change

Danger Zone

• When victim terminates the relationship Breaking the cycle of

violence• Victim moving out of home

may result in workplace stalking Abuser control is no

longer possible at home

Danger Zone

• Abuser may apply abusive tactics to the workplace Harassing phone calls Threatening to show up at

the workplace Actually shows up at the

workplace Danger zone not just

limited to victim

Restraining Order / Order of Protection

• In US, 3 women per week are killed by their partners

• Not uncommon for workplace to be listed as part of an Order of Protection Workplace may never be

informed Wouldn’t you want to

know?

Action Options

• Recognize (Behaviors of Concern) Injuries such as bruises, black

eyes, broken bones Inappropriate clothing for the

season Uncharacteristic absenteeism Change in job performance Emotional distress Unusual number of phone calls

Action Options

• Respond Show concern; be supportive Explain that intimate partner

violence is a crime Listen in a non-judgmental

way Provide company and

community resources Contact HR specialist or Global

Security Department

Action Options

• Refer Help victim connect with

outside agencies EAP

Battered women shelters National Center for Victims

of Crime National Network to End

Domestic Violence Corporate Alliance to End

Partner Violence

Summary

• See Something, Say Something• Know The Behaviors of Concern• Understand Your Responsibility to

Report• Understand the Cycle of Violence• Remember there a resources

available/EAP….

10 MINUTE BREAK

WHEN LIGHTNING STRIKES

HOW TO RESPOND TO AN ACTIVE SHOOTER IN THE WORKPLACE

Survival Mindset

andCourses of Action

Survival Mindset and Courses of Action

Overview

✦ Describe the “protective shield”

✦ Describe “figure out”✦ Describe “get out”✦ Describe “call out”✦ Describe “hide out”✦ Describe “keep out”

✦ Describe “spread out”✦ Describe “take out”

Survival Mindset

Odds of one’s involvement in a workplace violence shooting

There is a Better Chance of Being Struck By Lightning, However……….

✦ Consequences are potentially catastrophic✦ Proper mindset and tools to react with purpose✦ Incidents over quickly (10-15 minutes)

First line of defense

2003 Study by Illinois State Police Academy on Active Shooters Action taken by personnel on-site most effective way to stop the

killing

Survival Mindset

Odds of one’s involvement in workplace violence

✦ Workplace shootings can occur anytime, anywhere, to anyone Unlike any situation ever experienced

✦ Bottom Line: You need to take direct responsibility for your personal safety and security

✦ Survival Mindset is a protective shield Comprised of three components:

Awareness, Preparation, and Rehearsal

Survival Mindset

Components

✦ Awareness

Gain a basic understanding of situation

Become attuned to work environment

Predetermined mindset will help you take rapid, effective actions

Survival Mindset

Components

✦ Preparation

Looking at your work environment through the lens of survival

“What if” questions are critical in developing effective response strategies

Survivors prepare themselves both mentally and emotionally to do whatever it takes to survive

✦ Rehearsal

Mentally or physically practicing your plan

✦ Will reduce response time and build confidence A survival inoculation

KEEP IN MIND

Life-Threatening Risk

✦ Any action taken, or not taken, during an active-shooter incident may involve life-threatening risk

Survival Mindset

✦ Will provide a strong foundation upon which to base decisions and actions

Courses of Action

Figure Out

✦ How are you going to survive?

✦ Will you get out?

Is there a path of escape?

✦ Will you hide out?

Is there a chance to get to where the shooter may not find you?

✦ Is your only option to take out the shooter?

Courses of Action

Trained versus Untrained

✦ First response is the same for both groups

✦ Reactions begin to differ markedly from there

Trained Untrained

Startle and Fear

Startle and Fear

Feel Anxious Panic

Recall what they have learned

Fall into disbelief

Prepare to react as rehearsed

Lost in Denial

Commit to action

Descend into helplessness

Courses of Action

Survival Mindset✦ Enables you to act quickly and effectively✦ Mindful, not fearful

Airline safety briefing Better able to make that first, critical decision

Continuous assessment process✦ Allows you to take appropriate survival action✦ Use all senses✦ Trust you intuition—that “gut” feeling

Knowing without knowing why

Courses of Action

Get Out✦ Move quickly; don’t wait

for others to validate your decision

✦ Leave belongings behind✦ Survival chances

increase if not where shooter is or to go where he can’t see you

Call Out✦ Inform authorities✦ Call 9-1-1 and tell them

name of shooter (if known), shooter description, location, number and type of weapons

Courses of Action

Hide Out

✦ May not be able to get out Shooter between you and the only exit Would have to enter area where shooter is positioned

✦ Hiding place Well hidden and well protected Avoid places that might trap you or restrict movement

Courses of Action

Keep Out

✦ Find a room that can be locked with objects to hide behind

✦ Blockade door with heavy furniture

✦ Turn out lights; become totally silent

✦ Turn off noise-producing devices

✦ Call 9-1-1 (If you can do so without

alerting the shooter)

Courses of Action

Spread Out

✦ If two or more of you, DO NOT huddle together Gives you options and makes it harder for the shooter

✦ Quietly develop a plan of action in the event the shooter enters

✦ Remain calm Can have a contagious effect on others Keeps others focused on survival

Courses of Action

Take Out

✦ Assume shooter’s intentions are lethal

✦ Shooter will succeed in killing all those with whom he comes in contact, UNLESS you stop him

✦ Develop a survival mindset that you have “what it takes” to survive when your life is on the line

Courses of Action

Take Out✦ You must be prepared to do whatever it takes to neutralize

the threat

Throw things, yell, use improvised weapons

If two or more of you, make a plan to overcome the shooter

Do the best that you can—choose to survive

Courses of Action

As events unfold, you must continue to Figure Out using your personal assessment process✦ Adjust your actions

accordingly✦ No two active shooter

incidents are the same

September 11th conventional wisdom✦ Until that tragic day, guidance

called for those involved to be calm, non-threatening

✦ United Flight 93 changed that guidance; passengers quickly figured out what was occurring and took action Prevented further loss of life

Summary

✦ “Figure out”

✦ “Get out”

✦ “Call out”

✦ “Hide out”

✦ “Keep out”

✦ “Spread out”

✦ “Take out”

Arm Yourself with a Survival Mindset

Distinctions Between an Active Shooter and a

Hostage Situation

Active Shooter vs. Hostage Situation

Overview

✦ Distinctions between an Active Shooter and a Hostage Situation

✦ How to assist Law Enforcement responders

✦ Key information needed by Law Enforcement responders


Require different behavioral responses

Active Shooter✦ An armed individual who has used deadly force and

continues to do so with unrestricted access✦ Can involve

Single shooters, multiple shooters Close encounters, distant encounters Targeted students, random victims Single-room confrontations, mobile confrontations

✦ No two situations are alike


Hostage Situation

✦ Involves an armed and dangerous individual who may or may not have already used deadly force

✦ In most cases, his access will be restricted; significant difference is the containment of the offender and victim

✦ Motive can vary between substantive or expressive


✦ Substantive motives include those things the hostage-taker cannot obtain for himself (money, escape, etc.)

Holds hostages to force fulfillment of demands upon a third party

Makes direct or implied threats to harm hostages if demands are not met

Primary goal is to achieve demands; not to harm hostages


✦ Expressive motives include compensating for a loss

Act in an emotional, senseless, and self-destructive way

No clear goals; exhibit purposeless/self-defeating behavior

No substantive or escape demands OR totally unrealistic demands

Believe they have been wronged; strong emotions disrupt their abilityto reason


Hostage-Takers

✦ Express their behavior or vent their frustration Undertake actions that bring them into contact with Law Enforcement

✦ Realize that ONLY by keeping their hostages alive can they hope to achieve their goals

Understand failure to do so will: change the incident dynamics increase likelihood authorities

will use force to resolve the incident


Hostage survival can be enhanced if you:

✦ Remain calm✦ Follow directions✦ Avoid sudden

movements✦ Maintain eye contact

(but don’t stare)

✦ Find the middle position (not too assertive/passive)

✦ Personalize yourself✦ Don’t argue✦ Don’t be a nuisance✦ Don’t turn your back


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

Law Enforcement Responders


Interacting with Law Enforcement Responders

✦ Do NOT expect officers to assist you as you get out• Primary job is to locate the shooter and neutralize the threat• Medical assistance will follow once the threat is neutralized

✦ Law Enforcement must assume everyone is a threat to their safety

• Be prepared to:– have weapons pointed in your direction– be subject to search– be handcuffed


Interacting with Law Enforcement Responders

✦ When Law Enforcement officers enter the room, do not present a threat to them

• Do NOT– Point at them or the shooter– Make quick movements– Run towards them or attempt to hug them– Scream or yell


✦ Interacting with Law Enforcement Responders

• Do NOT – Have anything in your hands; officers are taught

that “hands kill”

• DO– Raise your arms– Spread your fingers– Show hands as you drop to the floor– Spread arms and legs


Key Information

✦ Be prepared to calmly, quickly, and accurately provide:

• Name of shooter (if known)

• Number of shooters

• Description of shooter

• Location of shooter

• Number and types of weapons carried by shooter

Summary

✦Distinctions between an Active Shooter and a Hostage Situation

✦How to assist Law Enforcement responders

✦Key information needed by Law Enforcement responders

Work Shop Summary

• If You See Something, Say Something

• Know how to report what you see• Know what resources are available• If lighting strikes….. have a

survival mindset.

Questions or Comments

Documents

2013 Wisconsin Safety Counsel Workplace Violence/Emergency Planning/Active Shooter Response Presented by Dave Droster & Debbie Berning