s 658.38 AD3PWV 2008 Preventing Workplace Violence Second Edition A Guide for Montana Employees State Produced by: & Risk Management Tort Defense Division Department ofAdministration March 2008 MontanaState Library 0864 1006 2406 6 PREFACE State employees provide a variety of services to Montana citizens. The nature of services provided, coupled with complex psychological, social, and interpersonal issues, may result in an angry or violent encounter with a co-worker, citizen, or client. This guide is intended to help state employees to recognize and respond to aggressive or threatening behaviors to prevent hostility from escalating to violence. Practical safety tips regarding meetings, incident reporting, and travel are also included. This edition adds stronger emphasis throughout the booklet on involving local authorities, particularly law enforcement, early We in the process if state employees are threatened or assaulted. have added a whole new section on when and how to call 911. We recognize that a set of guidelines such as these cannot possibly address all safety and security issues facing state employees on We the job. are particularly aware ofthe limitations involving employees who work in law enforcement and correctional environments. State agencies may obtain additional copies of this guide from Risk Management and Tort Defense Division (444-2421). Please forward comments, suggestions, and recommendations to Risk Management and Tort Defense Division, P.O. Box 200124, Helena, MT 59620-0124. i Digitized by the Internet Archive 2016 in https://archive.org/details/preventingworkpl2008mont 3 TABLE OF CONTENTS Introduction 1 Interpersonal Communication 1 Early Signs of Hostile Behavior 2 Confrontations with Co-Workers..... 7 Confrontations with Citizens and Clients 9 Appointments, Contacts, and Meetings 9 IfYou Are Confronted by a Weapon 1 Harassment 13 Travel Tips 14 Hotel or Motel Safety 15 How to Handle Threatening Incidents 16 Incident Reporting 17 When and How to Call 911 19 Incident Report Fonns A-l Telephone Threats A-2 Violent or Threatening Behavior A-3 n INTRODUCTION According to the Occupational Safety and Health Administration (OSHA), approximately two million Americans are the victims of workplace violence each year! During 2006, there were 551 workplace homicides, representing almost ten percent of all workplace fatalities. Violence at work is among the leading causes of death on the job. Most jobs are not inherently violent. However, relationships between employees and co-workers may become strained due to personality differences, personal issues, or work-related stress. Likewise, confrontations between state employees, citizens, or clients may quickly escalate from anger to verbal threats or even physical assault. Violence will not be tolerated in Montana State Government workplaces. Hostile behaviors involving citizens and clients will be referred to law enforcement agencies and investigated by them, if necessary. State employees that injure or threaten co-workers or others will be subject to disciplinary action and criminal prosecution. INTERPERSONAL COMMUNICATION Human interactions do not occur in a vacuum. What you say and how you act towards others affects how they feel. The way that others feel about you may alter their response to you. State employees must consistently and conscientiously direct communications and actions towards others in a positive manner to avoid potentially violent confrontations. Here are some suggestions: A • Introduce yourself. handshake is a great way to lessen tensions. When first meeting in person, clearly state your name and identify yourjob and your agency. If asked, show the person your identification or a letter of authorization. State 1 employee identification cards are available from the General Services Division of the Department ofAdministration and should be visible at all times while in state buildings. • If someone comes to you, ask how you may help. Do this whether you are greeting a stranger or a prior contact whose purpose you don’t know. • Listen carefully. Ask clarifying questions. • If you initiated the meeting, explain its purpose. Do so in a calm and professional manner. Observe the individual’s initial reactions and body language. If the person is cooperative, move ahead with your purpose. If the person is not cooperative, consider rescheduling the meeting. • Treat all people respectfully and courteously. Respect personal space. Watch for cues that an individual is uncomfortable with the personal space you have established. Start out about a leg-length apart and adjust your distance as the conversation requires. • Recognize your own attitudes and eliminate those that are counterproductive. Ifyou allow irritation with the person to affect your actions, you risk making the situation worse. • Treat others as you would like to be treated. EARLY SIGNS OF HOSTILE BEHAVIOR Most people don’t overeact without warning. They go through specific stages before they become violent. State employees must recognize these early stages of hostile behavior and respond appropriately to prevent hostility from escalating to violence. There are two types ofbehavior that typically precede violence. These “pre-violent” behaviors are “anxiety” and “defensiveness”. 2 Anxiety Anxious people are often nervous. You may notice them wringing their hands, fidgeting, drumming fingers, or pacing. Cold, moist hands during a handshake are another sign of anxiety. Another indication is a person who is perspiring heavily. Anxious types also have trouble maintaining eye contact, or they may seem distracted. Reasons for anxiety include, but are not limited to, stress, anger, personal issues, or prior negative experiences with government to name a few. Remember, for some people interactions with — government are like going to a dentist they may not feel comfortable, or they may be asking themselves, “How much will it cost?” and “Is it going to hurt?” Your Response: Smile, be supportive, and remain calm. Use “ice breaker” questions such as, “How are you doing?” or, “Isn’t the weather nice today?” Make them feel comfortable by the courteous and professional way that you treat them. Help them understand that you will do what you can to make their experience a positive one. Defensiveness Anxiety may escalate to defensiveness. Defensive people may be loud or belligerent. They may challenge authority or lose rationality. Angry gestures or raised voices are not uncommon. There are four stages of defensive behavior: Stage Questioning 1. Defensive people typically ask two distinct types of questions, which require distinct answers: 3 “How 1 Information seeking questions. long is this going to . take?” or “What information must provide?” I 2. Challenging or evasive questions. “I filled out that form last — year why do I have to do it again?” or “What do you mean I need your permission to do that?” What they are really saying is, “Who are you to tell me what to do?” Your Response: Respond to information-seeking questions by providing accurate information as soon as possible. Communicate in a simple, direct and straightforward manner. Respond to challenging or evasive questions by getting the person back on topic. In either case, carefully and calmly answer their questions and explain why the process is necessary. If they persist in their defensive behaviors, then set limits (see Stage 2). Stage 2. Refusal Your co-worker, citizen, or client may refuse to perform an action that is required by your process and that you need in order to provide the service they are requesting, such as refusing to provide information. At this stage, the person has lost some rationality. Your Response: Ifyou face refusal, your best response is to provide clarifying directions and/or set limits. • Providing directions means explaining specific actions that the person must take to get what they want. For example, ifyou need them to complete a form, you could say, “Please write your name here.” • Setting limits means offering the person choices with the consequences of each choice. It redirects them to what needs to be done, but also gives them a feeling of control. In other 4 words, they decide what happens next. For example, say, “If you work with me to complete this form, I can expedite your new license; but if you don’t, your current license will expire in 30 days.” Setting limits also establishes behavioral boundaries which, if crossed, will have consequences. Those consequences are 1) that you can provide the service the individual is seeking if may they cooperate; or 2) that if they refuse to cooperate, they need to be told to leave your premises and not return until they can act more rationally. When you offer choices, always offer the positive choice first. Ifyou offer the negative choice first, anger may prevent the defensive individual from even hearing the positive choice. This is particularly true if the negative choice involves asking them to leave. Directions and limits are most effective when they are clear, simple, reasonable, and enforceable. Clear means that the alternatives must be distinct and that one 1 . alternative must offer a benefit. Don’t assume that the benefit ofthe positive choice is obvious to the person. Be sure they understand what’s in it for them. 2. Simple means that the limits can’t be confusing or complicated. Address only one or two requirements at a time, and avoid jargon. 3. Reasonable means that the person must be capable of accomplishing your limits. 4. Enforceable means that you must be prepared to deliver either — outcome in other words, that you have the authority and ability to do what you promised. 5