WORKPLACE VIOLENCE

WORKPLACE WORKPLACE VIOLENCEVIOLENCE

PREPAREDNESS, PREPAREDNESS, PREVENTION, AND A LAW PREVENTION, AND A LAW ENFORCEMENT PERSPECTIVEENFORCEMENT PERSPECTIVE

Workplace Violence-SectionWorkplace Violence-Section 11

IntroductionIntroduction

Videos Videos (Insert links)(Insert links)

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 WHAT IS WORKPLACE VIOLENCEWHAT IS WORKPLACE VIOLENCE Workplace violence can be any act of Workplace violence can be any act of

physical violence, threats of physical physical violence, threats of physical violence, harassment, intimidation, or violence, harassment, intimidation, or other threatening, disruptive behavior other threatening, disruptive behavior that occurs at the work site. Workplace that occurs at the work site. Workplace violence can affect or involve violence can affect or involve employees, visitors, contractors, and employees, visitors, contractors, and other non-agency employees.other non-agency employees.

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 CAUSES OF WORKPLACE VIOLENCECAUSES OF WORKPLACE VIOLENCE A number of different actions in the work A number of different actions in the work

environment can trigger or cause workplace environment can trigger or cause workplace violence. It may even be the result of non-violence. It may even be the result of non-work-related situations such as domestic work-related situations such as domestic violence or “road rage.” Workplace violence violence or “road rage.” Workplace violence can be inflicted by an abusive employee, a can be inflicted by an abusive employee, a manager, supervisor, co-worker, customer, manager, supervisor, co-worker, customer, family member, or even a stranger. family member, or even a stranger. Whatever the cause or whoever the Whatever the cause or whoever the perpetrator, workplace violence is not to be perpetrator, workplace violence is not to be accepted or tolerated.accepted or tolerated.

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Types of Workplace Violence threatsTypes of Workplace Violence threats1.1. Threats originating outside of the Threats originating outside of the

organization-The offender does not organization-The offender does not have a legitimate direct relationship have a legitimate direct relationship with the organization, or the victim is with the organization, or the victim is a service provider, and the offender a service provider, and the offender is receiving servicesis receiving services

2.2. Threats from within the organization Threats from within the organization (staff, employees, contractors, etc.) (staff, employees, contractors, etc.) The offender has or had a The offender has or had a relationship with the organization.relationship with the organization.

Workplace Violence-Section Workplace Violence-Section 11

HOW ARE THREATS RECEIVED?HOW ARE THREATS RECEIVED? A. WRITTENA. WRITTEN B. VERBAL/IN-PERSON B. VERBAL/IN-PERSON C. E-MAIL/ INTERNET-PERSON TO PERSON E-C. E-MAIL/ INTERNET-PERSON TO PERSON E-

MAIL OR I.M.; MY SPACE OR FACEBOOK; MAIL OR I.M.; MY SPACE OR FACEBOOK; BLOGSBLOGS

D. TELEPHONED. TELEPHONE E. VIOLENT INCIDENT/IN-PERSONE. VIOLENT INCIDENT/IN-PERSON F. SECOND HAND (DANGEROUS DUE TO NOT F. SECOND HAND (DANGEROUS DUE TO NOT

WANTING THE VICTIM TO KNOW, BUT WANTING THE VICTIM TO KNOW, BUT WANTING SOMEONE TO KNOW)WANTING SOMEONE TO KNOW)


Preventive Measures -Preventive Measures - Be aware of the warning signs of violence Be aware of the warning signs of violence Mentally prepare for "what if" situations Mentally prepare for "what if" situations Understand agency’s procedures about Understand agency’s procedures about

violent situations violent situations Be aware of weapons brought into the Be aware of weapons brought into the

workplace workplace Take all threats seriously Take all threats seriously Alert management immediately if any of the Alert management immediately if any of the

above occurabove occur Maintain a policy for tracking and following Maintain a policy for tracking and following

up on complaints or public grievances up on complaints or public grievances

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 RESPONSE TO THREATSRESPONSE TO THREATS (Outside of the organization)(Outside of the organization) Alert law enforcement and security immediatelyAlert law enforcement and security immediately Maintain a notification chain procedureMaintain a notification chain procedure Make sure that workers never work aloneMake sure that workers never work alone Allow workers to carry cell phones, if possibleAllow workers to carry cell phones, if possible Train workers so that they know what to do in a violent Train workers so that they know what to do in a violent

situationsituation Meet often with employees so that they can voice concerns Meet often with employees so that they can voice concerns

about safety issuesabout safety issues Discuss security concerns and incidents with security and Discuss security concerns and incidents with security and

law enforcement in a timely mannerlaw enforcement in a timely manner Consider bright and effective lighting, video surveillance, Consider bright and effective lighting, video surveillance,

height markers, and physical barriers where necessaryheight markers, and physical barriers where necessary Install locks on doors that lead to staff-only areas, and Install locks on doors that lead to staff-only areas, and

control or limit access to the facilitycontrol or limit access to the facility


Warning Signs of Violence (Within the Warning Signs of Violence (Within the organization)organization)

Unusual behavior changes Unusual behavior changes Uncooperative with direct supervisor on a regular basis Uncooperative with direct supervisor on a regular basis Curse profusely Curse profusely Argues with coworkers constantly Argues with coworkers constantly Spreads gossip and rumors deliberately to harm others Spreads gossip and rumors deliberately to harm others Unwanted sexual remarks Unwanted sexual remarks Hostile toward customers or coworkers Hostile toward customers or coworkers Irritability and anxiety escalates Irritability and anxiety escalates Sleep disturbances are mentioned on the job Sleep disturbances are mentioned on the job


WARNING SIGNS (CONTINUED)WARNING SIGNS (CONTINUED) Plays the role of a victim Plays the role of a victim Writes violent or sexual notes to other employees or Writes violent or sexual notes to other employees or

management management Verbalizes desires to harm coworkers or employer Verbalizes desires to harm coworkers or employer Sabotages equipment or steals property Sabotages equipment or steals property Disregards agency policies and procedures Disregards agency policies and procedures Levels of arguments or altercations increase with all Levels of arguments or altercations increase with all

personnel personnel Accidents increase; either physical or traffic-related Accidents increase; either physical or traffic-related Noted decrease in interest and confidence in work Noted decrease in interest and confidence in work


WARNING SIGNS (CONTINUED)WARNING SIGNS (CONTINUED) Intense anger is the frequent Intense anger is the frequent

emotion displayed. It results in: emotion displayed. It results in: Depression or withdrawal Depression or withdrawal Property destructionProperty destruction Physical fighting Physical fighting Suicidal threats Suicidal threats Use of weapons to harm others Use of weapons to harm others

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Behaviors Linked To Potential For Workers To

Harm Others In The Workplace People who are most likely to commit workplace

violence include: · Recently fired employees or those with the

perception that he/she soon will be fired or laid off · The employee who feels that he/she is not being

heard · The person involved in separation, adultery, divorce

or child custody · People who believe they have no voice about

changes in their job

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Behaviors Linked To Potential For

Workers To Harm Others In The Workplace-continued

· People with romantic or sexual obsessions · People (employees or others, i.e.: visitors)

who have exhibited bizarre behaviors · People who have made threats or have

intimidated others · People who have exhibited angry outbursts · Employees with a history of interpersonal

conflict with coworkers or supervisors

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Behaviors Linked To Potential For

Workers To Harm Others In The Workplace-continued

· People that often have a sense of persecution/injustice

· People with a history of past violence · People who report a past history of violence

by family members, especially if they can justify past violent behaviors

· People who have exhibited major behavioral changes

· People with a past history of alcohol or other drug abuse and/or psychiatric problems

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Behaviors Linked To Potential For Workers To Harm

Others In The Workplace-continued · Employees that cannot take criticism and show contempt

for the company and the boss · People involved in stalking behavior or discussing stalking

as a good thing · People that exhibit feelings of desperation, such as

divestment of valued property or other indicators of impending suicide

An additional factor is gender. A number of studies reveal that males ages, 3048

account for most workplace violence. It is estimated that perpetrators are males 85% 95%of the time and females only 5%-15% of the time.

SOURCE: National Institute of Occupational Safety and SOURCE: National Institute of Occupational Safety and Health (NIOSH)Health (NIOSH)


Now that we know the indicators, what’s Now that we know the indicators, what’s next?next?

Awareness is the first step in preventing Awareness is the first step in preventing workplace violence. workplace violence.

BE PROACTIVEBE PROACTIVE

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 PLANNINGPLANNING Analyze agency’s current ability

to handle potentially violent situations

Fill the skills gaps Develop a procedure for

employees to report incidents

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 PLANNING (CONTINUED)PLANNING (CONTINUED) Policy and Policy letter-Policy and Policy letter- It informs employees that the violence policy

covers intimidation, harassment, and other

inappropriate behavior that threatens or frightens them;

It encourages employees to report incidents; It informs employees whom to call; and it

demonstrates senior management’s commitment to dealing with reported incidents.


What all Employees Can Do At WorkWhat all Employees Can Do At Work Treat each other with respect Treat each other with respect Get to know the people around you and Get to know the people around you and

agree to look out for each other agree to look out for each other Look intently for how everyone is doing Look intently for how everyone is doing Improve communication throughout your Improve communication throughout your

agencyagency Improve working conditions by offering Improve working conditions by offering

suggestions for safety suggestions for safety Notify management of any suspicious Notify management of any suspicious

activities activities


What All Employees Can Do Work What All Employees Can Do Work (cont.)(cont.)

Watch for the warning signs of violence Watch for the warning signs of violence Encourage each other to be alert for danger signals in Encourage each other to be alert for danger signals in

coworkers coworkers Promote workplace integrity between all employees Promote workplace integrity between all employees Listen for verbal intimidation on the job Listen for verbal intimidation on the job Watch for psychological abuse on the job between Watch for psychological abuse on the job between

employees employees Be aware of behavioral pattern changes in fellow Be aware of behavioral pattern changes in fellow

workers workers Become more responsive to each otherBecome more responsive to each other


Responding to an Immediate Responding to an Immediate Threat of Workplace ViolenceThreat of Workplace Violence

For a situation that poses an For a situation that poses an immediate threat of workplace immediate threat of workplace violence:violence:

All legal, human resource, employee All legal, human resource, employee assistance, community mental health, assistance, community mental health, and law enforcement resources should and law enforcement resources should be used to develop a response. be used to develop a response.

The risk of injury to all workers should The risk of injury to all workers should be minimized. be minimized.


Responding (continued)Responding (continued) If a threat has been made that refers to If a threat has been made that refers to

particular times and places, or if the potential particular times and places, or if the potential offender is knowledgeable about workplace offender is knowledgeable about workplace procedures and time frames, patterns may procedures and time frames, patterns may need to be shifted. For example, a person need to be shifted. For example, a person who has leveled a threat against a worker who has leveled a threat against a worker may indicate, "I know where you park and may indicate, "I know where you park and what time you get off work!" In such a case, what time you get off work!" In such a case, it may be advisable to change or even it may be advisable to change or even stagger departure times and implement a stagger departure times and implement a buddy system or an escort by law buddy system or an escort by law enforcement or security for leaving the enforcement or security for leaving the building and getting to parking areas.building and getting to parking areas.


Responding (continued)Responding (continued) The threat should not be ignored in the The threat should not be ignored in the

hope that it will resolve itself or out of hope that it will resolve itself or out of fear of triggering an outburst from the fear of triggering an outburst from the person who has lodged the threat.person who has lodged the threat.

If someone poses a danger to himself If someone poses a danger to himself or others, appropriate authorities or others, appropriate authorities should be notified and action should should be notified and action should be takenbe taken


Things to remember…Things to remember…

Be Prepared! Many who have never Be Prepared! Many who have never experienced workplace violence might say, experienced workplace violence might say, “I “I don't need to worry about this. It would never don't need to worry about this. It would never happen in my office.”happen in my office.” Violent incidents are Violent incidents are relatively rare, but they do occur, and lives relatively rare, but they do occur, and lives can be lost. A little preparation and can be lost. A little preparation and investment in prevention now could save a investment in prevention now could save a life. There is no strategy that works for every life. There is no strategy that works for every situation, but the likelihood of a successful situation, but the likelihood of a successful resolution is much greater if you have resolution is much greater if you have prepared ahead of time.prepared ahead of time.


Things to remember…Things to remember… Deal with disruptive situations-Deal with disruptive situations-

Ignoring a situation usually Ignoring a situation usually results in an results in an escalation of the escalation of the problemproblem. . Morale and productivityMorale and productivity are lowered; are lowered; effective employees effective employees leaveleave the organization. the organization.


Things to remember…..(continued)Things to remember…..(continued) On the other hand, On the other hand, dealing effectivelydealing effectively

with situations like hostility, with situations like hostility, intimidation, and disruptive types of intimidation, and disruptive types of conflict conflict creates a more productive creates a more productive workplaceworkplace. This can have a . This can have a deterrent deterrent effecteffect on anyone contemplating or on anyone contemplating or prone to committing acts of physical prone to committing acts of physical violence. Employees will see that there violence. Employees will see that there are are consequences for their actionsconsequences for their actions and and that that disruptive behavior is not disruptive behavior is not toleratedtolerated in their organization. in their organization.

WORKPLACE WORKPLACE VIOLENCE-SECTION 1VIOLENCE-SECTION 1 Things to remember…Things to remember… You can’t always prevent violence

because violent incidents are sometimes unpredictable, but you can reduce the risk by planning ahead and being prepared to act swiftly to deal with threats, intimidation, and other disruptive behavior at an early stage.

WORKPLACE VIOLENCEWORKPLACE VIOLENCE

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WORKPLACE VIOLENCE-WORKPLACE VIOLENCE-SECTION 2SECTION 2

What law enforcement can do for What law enforcement can do for youyou

Threat AssessmentThreat Assessment Threat ManagementThreat Management


WHAT IS A THREAT ASSESSMENT?WHAT IS A THREAT ASSESSMENT? A. GATHERING AND ANALYZING FACTS A. GATHERING AND ANALYZING FACTS

TO DETERMINE THE THREAT LEVEL OF TO DETERMINE THE THREAT LEVEL OF AN INDIVIDUAL OR GROUP, AGAINST A AN INDIVIDUAL OR GROUP, AGAINST A PERSON, ORGANIZATION, EVENT, OR PERSON, ORGANIZATION, EVENT, OR CRITICAL ASSET.CRITICAL ASSET.

B. “BASED ON WHAT I HAVE LEARNED, B. “BASED ON WHAT I HAVE LEARNED, THIS IS WHAT I THINK.”THIS IS WHAT I THINK.”

C. YOU ASSESS THINGS EVERYDAY.C. YOU ASSESS THINGS EVERYDAY.


WHY DO THREAT ASSESSMENTS?WHY DO THREAT ASSESSMENTS? A. Goal is to assess behaviors associated with A. Goal is to assess behaviors associated with

targeted violencetargeted violence to help identify and understand to help identify and understand the subject’s the subject’s motivationmotivation and and future behaviorfuture behavior

B. Open ended assessment of behavioral patterns & B. Open ended assessment of behavioral patterns & motivationsmotivations

C. Identify targets & potential attackersC. Identify targets & potential attackers D. Assess verbal, written, and unstated threatsD. Assess verbal, written, and unstated threats E. Identify patterns of behavior & pre-attack E. Identify patterns of behavior & pre-attack

behaviorsbehaviors F. Assess frequency, recency, & severity of contactsF. Assess frequency, recency, & severity of contacts

WHY DO THREAT ASSESSMENTS? (continued)WHY DO THREAT ASSESSMENTS? (continued) G. Assess location on idea-to-action continuum G. Assess location on idea-to-action continuum H. Interrupt forward motionH. Interrupt forward motion I. To have a clear understanding of the threats I. To have a clear understanding of the threats

you are dealing with so that you avoid you are dealing with so that you avoid “overkill” or insufficient protection.“overkill” or insufficient protection.

J. To develop a good strategy to keep your J. To develop a good strategy to keep your protectee or victim safeprotectee or victim safe

K. To better explain to your supervisors or K. To better explain to your supervisors or administrators the need for the resources, administrators the need for the resources, time, money, and personnel needed.time, money, and personnel needed.


WHAT IS THREAT MANAGEMENT?WHAT IS THREAT MANAGEMENT?

A. AN ONGOING REVIEW, A. AN ONGOING REVIEW, MONITORING, AND UPDATE OF MONITORING, AND UPDATE OF YOUR ASSESSMENT TO PREVENT YOUR ASSESSMENT TO PREVENT FUTURE VIOLENT INCIDENTSFUTURE VIOLENT INCIDENTS


PRINCIPLES OF THREAT MANAGEMENTPRINCIPLES OF THREAT MANAGEMENT A. MONITORING OF FUTURE THREATS AND A. MONITORING OF FUTURE THREATS AND

EVENTS FOR FUTURE ACTIONEVENTS FOR FUTURE ACTION B. LEARNING AS MUCH AS YOU CAN ABOUT B. LEARNING AS MUCH AS YOU CAN ABOUT

YOUR THREATENER IN ORDER TO YOUR THREATENER IN ORDER TO UNDERSTAND THEIR THREAT CAPABILITIESUNDERSTAND THEIR THREAT CAPABILITIES

B. TAKING NECESSARY STEPS OVER A B. TAKING NECESSARY STEPS OVER A PERIOD OF TIME TO DISRUPT OR PREVENT A PERIOD OF TIME TO DISRUPT OR PREVENT A VIOLENT INCIDENTVIOLENT INCIDENT

C. MAKING THE BEST USE OF RESOURCES C. MAKING THE BEST USE OF RESOURCES AND TIME, TO PREVENT A VIOLENT INCIDENTAND TIME, TO PREVENT A VIOLENT INCIDENT

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2RECEIVING THE THREAT AND PRE-ASSESSMENTRECEIVING THE THREAT AND PRE-ASSESSMENT A. TYPE OF THREATA. TYPE OF THREAT EXACT WORDS USEDEXACT WORDS USED CONTEXTCONTEXT ACTIONS IN CONJUNCTION WITH THREATACTIONS IN CONJUNCTION WITH THREAT

B. INDIVIDUAL RISK FACTORS PLUS OTHER INDICATORSB. INDIVIDUAL RISK FACTORS PLUS OTHER INDICATORS PRESENT ABILITYPRESENT ABILITY ACTIONS/INDICATORS OF IMMINENCEACTIONS/INDICATORS OF IMMINENCE WILLINGNESSWILLINGNESS DISTANCE AND ABILITY TO CLOSE THE DISTANCEDISTANCE AND ABILITY TO CLOSE THE DISTANCE AGE AND/OR HEALTHAGE AND/OR HEALTH MOTIVATIONMOTIVATION WEAPONSWEAPONS ATTEMPTED CONTACT IN PERSONATTEMPTED CONTACT IN PERSON VICTIM ESCALATING IN RHETORIC, TONE, ETC.VICTIM ESCALATING IN RHETORIC, TONE, ETC. PRESENCE OF OR TYPE OF CRIME PRESENTPRESENCE OF OR TYPE OF CRIME PRESENT

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 PRE-ASSESS(INDICATORS) Immediate Non-immediate THE CHARTS ON THE FOLLOWING THE CHARTS ON THE FOLLOWING

SLIDES SHOW A BALANCED SLIDES SHOW A BALANCED APPROACH TO DEVELOPING A APPROACH TO DEVELOPING A THREAT MANAGEMENT STRATEGY THREAT MANAGEMENT STRATEGY FROM START TO FINISHFROM START TO FINISH

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2

Imminent Threat and Immediate Imminent Threat and Immediate actionaction

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 VICTIM PROTECTION -NOTIFICATION -PHYSICAL -SHIFTS -OUTSIDE AGENCY -ONE CONTACT PERSON -RELOCATE -SURVEILLANCE -FLAGGING OF ADDRESS AND PHONE NUMBERS -PATROL CHECKS -TECH OPS -GPS/DATA LOGGING -VIDEO MONITORING -MONITORING TEAM -INTERNET BASED -PERIMETER CAMS -POLECAM -THERMAL IMAGER

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 ARREST -WALK-THRU WARRANT PC ARREST PAROLE PROBATION -MONITOR PHONE CALLS ASAP -RELEASE NOTIFICATION REQUEST -SEARCH WARRANT -RESIDENCE -TELEPHONE -COMPUTER

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 5150 -OCMH/CAT TEAM -MENTAL HEALTH COURT PROBATION

WORKPLACE VIOLENCEWORKPLACE VIOLENCE

RESTRAINING ORDER -REMOVE WEAPONS PER THE

ORDER


REVIEW (NON-IMMEDIATE) UPDATE VICTIM THREAT MANAGEMENT MONITORING FOR STATUS

CHANGES UPDATE FILE/DATABASE


NON-IMMEDIATE INVESTIGATION

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 RESEARCH -ELETE (RUN AND PRINT EVERYTHING) -LINX -ACCURINT -INTERNET (GOOGLE, DOGPILE, FACEBOOK,

MYSPACE, BLOGS, ETC.) -COPLINK -CROSS JURISDICTIONAL LINES -OCIAC -CHECKLIST

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 DATABASE -HISTORICAL -PAST VIOLENCE -PATTERNS -WHAT WORKED --PREVIOUS RESTRAINING ORDERS THAT

MAY HAVE EXPIRED -THREAT DATABASE INFORMATION

SHEET

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 EVALUATE -CONTACT VS. NO-CONTACT -VEXATIOUS LITIGANT -BUILD CRIMINAL CASE -COLLECT AND ARRANGE EVIDENCE -BRING A DEPUTY DA ON BOARD -SEARCH WARRANT

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 ESSENTIAL RESOURCES -HUMAN RESOURCES -OUTSIDE AGENCIES (LOCAL, STATE,

FEDERAL) -MENTAL HEALTH -PROBATION -PAROLE -ATAP -PRIVATE COMPANIES (GAVIN DEBECKER) -CIVILIAN CONTACTS

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 DETERMINE COURSE OF ACTION AGENCY ASSIST ONLY (discipline,

transfer, termination) AND MONITORING

ARREST 5150 ASSESSMENT BY CAT MONITORING BY OCMH RESTRAINING ORDER VEXATIOUS LITIGANT CONTACT OR MONITORING

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 ONCE AGAIN…ONCE AGAIN… UPDATE VICTIM THREAT MANAGEMENT MONITORING FOR STATUS

CHANGES UPDATE FILE/DATABASE

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 LONG TERM CONSIDERATIONSLONG TERM CONSIDERATIONS A. THE THREAT MANAGEMENT CASE MAY BE A. THE THREAT MANAGEMENT CASE MAY BE

OPEN-ENDED, SO IT IS IMPORTANT TO OPEN-ENDED, SO IT IS IMPORTANT TO MAINTAIN A T/A AND T/M CASE THAT CAN BE MAINTAIN A T/A AND T/M CASE THAT CAN BE TAKEN OVER BY ANOTHER CASE AGENT IF TAKEN OVER BY ANOTHER CASE AGENT IF NECESSARYNECESSARY

B. ACTIVITY LOGS VS. DATABASE SHEETSB. ACTIVITY LOGS VS. DATABASE SHEETS

C. MAKING AN ARREST OR 5150 C. MAKING AN ARREST OR 5150 DOES NOTDOES NOT END OR CLOSE YOUR CASE. MANY TIMES IT IS END OR CLOSE YOUR CASE. MANY TIMES IT IS JUST THE BEGINNING.JUST THE BEGINNING.

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2Assess patterns of stress and copingAssess patterns of stress and copingIdentify attack preparation behaviorsIdentify attack preparation behaviorsUnderstand context for suspect’s behavioral Understand context for suspect’s behavioral

patternspatterns Compile chronological timeline of ALL significant Compile chronological timeline of ALL significant

events in suspect’s life (positive & negative - events in suspect’s life (positive & negative - marriage, births, deaths, moves, work issues, etc.)marriage, births, deaths, moves, work issues, etc.)

Identify dates of violent behavior & triggersIdentify dates of violent behavior & triggers Identify pre-attack behaviorsIdentify pre-attack behaviors Identify communicated threats & follow-on behaviors Identify communicated threats & follow-on behaviors

(physical violence, property damage, etc)(physical violence, property damage, etc) If significant amounts of communication, graph over If significant amounts of communication, graph over

time and overlay life stressors to assess patterntime and overlay life stressors to assess pattern

WORKPLACE WORKPLACE VIOLENCE-SECTION 2VIOLENCE-SECTION 2 ESTABLISHING A SOURCE NETWORKESTABLISHING A SOURCE NETWORK Law enforcementLaw enforcement Human Resources and workplace Human Resources and workplace

supervisorssupervisors Mental Health ProfessionalsMental Health Professionals Family & FriendsFamily & Friends NeighborsNeighbors Workplace Workplace Persons who are at locations subject is Persons who are at locations subject is

known to frequentknown to frequent

WORKPLACE WORKPLACE VIOLENCE-VIOLENCE-CONCLUSIONCONCLUSION Seven Tips to Prevent Workplace ViolenceSeven Tips to Prevent Workplace Violence

1. Assess Your Work Environment. Critically examine all 1. Assess Your Work Environment. Critically examine all areas of your work environment, including parking lots, areas of your work environment, including parking lots, entryways, reception areas, work areas, and offices. Is the entryways, reception areas, work areas, and offices. Is the lighting adequate? Are there convenient escape routes? Do lighting adequate? Are there convenient escape routes? Do you have a method to summon assistance?you have a method to summon assistance?

2. Pay Attention to the Warning Signs. Many people who 2. Pay Attention to the Warning Signs. Many people who become violent communicate their intentions in advance. become violent communicate their intentions in advance. Threats from customers, coworkers, or third parties should Threats from customers, coworkers, or third parties should be reported immediately.be reported immediately.

3. Promote Respect. The best way to prevent violence in 3. Promote Respect. The best way to prevent violence in the workplace is to foster a day-to-day attitude of respect the workplace is to foster a day-to-day attitude of respect and consideration in your work environment.and consideration in your work environment.

WORKPLACE WORKPLACE VIOLENCE-VIOLENCE-CONCLUSIONCONCLUSION 4. Eliminate Potential Weapons. Take a mental inventory of 4. Eliminate Potential Weapons. Take a mental inventory of

objects available in your immediate work area that could be objects available in your immediate work area that could be potential weapons. Remove or secure objects that could be potential weapons. Remove or secure objects that could be thrown.thrown.

5. Know Your Violence Response Procedures. Violence 5. Know Your Violence Response Procedures. Violence Response Procedures are simple plans designed to minimize Response Procedures are simple plans designed to minimize injury during a violent incident. These procedures should injury during a violent incident. These procedures should include a plan to summon assistance and move people to a include a plan to summon assistance and move people to a safe area.safe area.

6. Trust Your Instincts. Don’t ignore your internal warning 6. Trust Your Instincts. Don’t ignore your internal warning system. If you sense impending danger, react accordingly.system. If you sense impending danger, react accordingly.

7. Use a Team Approach. If you are in a situation where 7. Use a Team Approach. If you are in a situation where hostility could occur, use the “buddy system.”hostility could occur, use the “buddy system.”

WORKPLACE WORKPLACE VIOLENCE-VIOLENCE-CONCLUSIONCONCLUSION QUESTIONS?QUESTIONS?

WORKPLACE WORKPLACE VIOLENCE-VIOLENCE-CONCLUSIONCONCLUSION Contact: Sergeant Dave ChewiwieContact: Sergeant Dave Chewiwie Work #714-935-6417Work #714-935-6417 Cell #714-697-0375Cell #714-697-0375 [email protected] [email protected]@att.net

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WORKPLACE VIOLENCE