Violence at Work

by Darrell Gritter, M.S.W.

Where do you feel safe? Safe places are fast disappearing as violence increases in the United States. Every day we see evidence of this on the front pages of our newspapers and on the TV news. Violence erupts in our homes and our streets-and is an increasing reality in our workplace. Violence in the workplace has become a significant problem and is getting worse.

Workplace homicide is the fastest growing type of homicide in the United States. According to the Bureau of Labor Statistics, there were 1,063 workplace homicides in the United States in 1993. Most (75 percent) took place during a robbery or other crime. An additional 11 percent involved police or security guards killed in the line of duty. The remaining 14 percent involved personal acquaintances such as a husband killing his ex-wife at work and killings of "workplace associates." It is these killings that we often think of when we hear "workplace violence." Although these numbers are relatively small, this is a problem of increasing concern.

While most of the time the workplace may be safe, we can't ignore the rise in workplace homicides. When we hear the reports of these killings, we often feel anxious and concerned. The random, unpredictable, and irrational nature of the homicides makes us all feel unsettled. We wonder, "Could it happen where I work?" We no longer feel safe and secure in our working world.

Although the homicides get the head lines, most experts agree that the larger problem lies in the harassment, threats, and fights that occur regularly at work. It is difficult to get data on this more broad definition of workplace violence. Private surveys show that one-third of work settings report acts of violence having occurred in the past five years. Most involve physical assaults.

Some researchers estimate there are more than 110,000 incidents of workplace violence every year. The estimated cost to employers exceeds $4 billion annually. While nearly 75 percent of violent incidents involved fistfights, guns were reported in 17 percent.

The most common kind of workplace violence occurs between employees. Employee to supervisor was next frequent. The primary reason for the violence is personality conflicts. Other motivators include family/marital problems, drugs and alcohol abuse, stress, and being fired. Problems at work or away from work can lead to violence in the work setting. Personal relationships gone awry between coworkers can result in violence. Personal problems cause some employees to explode at work.

Experts have tried to identify the potentially violent employee, but this is difficult. Normally calm and reliable employees can become violent at work because of the stress of non-work factors like family problems or substance abuse.

Researchers have, however, identified some common characteristics of violence-prone employees. While no one factor in itself is an indicator, several might be cause for concern. When supervisors assess the chance for a person being violent at work, they should be aware that these factors may increase the potential:

1. a history of previous violence
2. evidence of psychosis or depression
3. a romantic obsession directed toward a coworker
4. increased frustration with their work environment
5. interest in weapons
6. being a loner
7. chemical dependence

What Businesses Can Do

Businesses know the growing expression of violence in the workplace is having a destructive impact on their operation. Violence often leads to injury-perhaps even death. Verbal and physical fights cause major disruptions to the normal business operation. If the violence is lethal, the disruption can be devastating for the business as a whole and employees as individuals.

It can be difficult for a company to know how best to deal with the reality of minor incidents and the potential of extreme violence. They must know when to set limits and how to respond to violent episodes.

Companies can, depending on their size and resources, consider various means to provide a safe work setting for their staff. Labor and management must work as partners in setting up policies and procedures. Businesses can hire security firms for on-site security. They can use background checks as part of screening new employees. Outside consultants can complete an assessment of the corporation's needs.

Regardless of a company's size, experts agree that a company's "culture" is important. Business must deal openly and directly with the issue of workplace violence. Communication between all organizational levels is critical in setting up company policy and procedure. Businesses should adopt a "zero tolerance" policy for the expression of violence. This doesn't have to mean that if employees get into a fight that they are fired. It does mean, however, that the company will not tolerate the fighting and will deal with problems immediately. The employee who acts aggressively needs to be referred for professional evaluation and treatment. The key is to intervene early and provide professional help to troubled workers. Outpatient counseling is often useful to help potentially violent workers resolve the personal problems that are influencing their behavior.

Establishing good communication is critical for a healthy work environment because it provides a means to deal with workplace violence. Employees must feel that management hears and respects them. Good communication assures that workers will report violent acts so management can address problems. It also provides a way to begin to help troubled employees. If someone makes a threat of violence, the supervisor can show concern and request that the employee get an appointment with a professional. When managers hear that two workers are quarrelling, they can step in and refer them for professional help before the quarrel turns violent.

It is more important for companies to establish a feeling of "fairness" than a feeling of "family." The family environment, which some small companies try to have, can lead to something similar to domestic violence. The boss can be parental and condescending. Employees can feel they're being treated as children. This leads to unhealthy interactions-boundaries blur and relationships become distorted. Also, if an employee has to be let go-for any reason-he or she can feel a great sense of rejection and betrayal. When supervisors treat their employees fairly, when expectations are clear, and communication is open, the risk for violent incidents declines.

One way to create a positive culture and to set up good communication is employee and supervisor training. Employees at all levels must clearly understand company policy. Everyone, especially supervisors, should understand the issues (like stress and substance abuse) and risk factors that may influence an employee to become violent. They also should have training in how to respond if violence does occur.

Sometimes businesses need professional help to prevent or respond to workplace violence. One important service is an employee assistance program (EAP). An EAP provides confidential counseling services. An outside agency usually provides this service. EAP experts can consult with management to set up a violence prevention program and offer preventive education as part of staff training. EAP therapists are familiar with the factors leading up to and causing violence and can help diffuse difficult situations. They work with employees on these issues, helping workers handle their problems.

If there is a violent episode in the workplace, employees can feel confused, fearful, anxious, or depressed. While some may need individual help, most may best be served through group meetings called "critical incident responses" or "critical incident stress debriefings." These group meetings help employees understand the feelings they are having and prepare them for the painful reactions they may experience. EAPs often offer this service, too.

What Employees Can Do

While it's best if the organization itself sets up policies and procedures to handle workplace violence, workers can protect themselves, as well. Recognizing the potential for violence and stopping it is every person's responsibility.

Knowledge of the factors that influence the potential for violence is key. Know your coworkers. Chances are, you know them better than your supervisor does. You work with them, take breaks with them, talk with them. Does someone have a history of violence? An obsession with a coworker? A problem with alcohol or drugs? If you are aware of these problems, encourage them to get help.

Next, stay alert. A change in mood or behavior might signal a violent episode. Maybe someone who is normally quiet starts to become loud, angrily complaining about a coworker, boss, or even the company in general. Just the opposite can be true, too. If people who are usually friendly and outgoing become withdrawn and sullen, something is probably troubling them. They could erupt in violence.

Communication is essential. It is your responsibility to tell your concerns to a supervisor. This is not being underhanded. This is in the best interest of everyone-including the coworker you're concerned about. If your supervisor doesn't want to deal with the problem, find someone who will. Don't ignore the problem-and don't let the company ignore it.

Use common sense to protect yourself if you feel you are in danger. Since most incidents occur during a robbery or other crime, don't put yourself at risk. Cooperate with the criminal. Don't try to be a hero. If the risk is from a coworker, you can use similar techniques. Never confront anyone who is potentially violent-you may set that person off. Be especially careful if you suspect the person has a weapon. Get to a safe place as quickly as possible. If your company has security, call them. If not-or in addition-call 911. Let people who are trained in dealing with violence handle the situation.

One of the best steps you can take in preventing violence from coworkers is to try to get an employee assistance program in your workplace. Talk to your supervisor or human resources department about forming a committee to look at options for EAPs. Help them understand that prevention is the best solution.

While nothing can guarantee that a workplace will remain safe, it's clear we can protect ourselves. Simply learning about the possibility helps prepare us in case violence would erupt. When corporations and individuals educate themselves on the risk factors and take preventive steps, the chance of violence lessens.