| As we are the unfortunate recipients of bad news | | | | not my problem could not be further from the truth. All |
| coverage these days characterizing the regrettable | | | | available recent and former studies have shown that |
| realities of the workplace and economic times, we | | | | Workplace Violence continues to be the number one |
| must not be quick to judge the misfortunes of others. | | | | business security threat facing the workplace today |
| The recent events of Binghamton, New York, the | | | | followed by Business Continuity/Business Interruption, |
| Pittsburg, PA Shooting of 4 police officers or the South | | | | Terrorism and Computer Crimes. |
| Carolina Nursing home rampage have all served to | | | | Dr. Robert F. Hester in article entitled: Business |
| raise concern over how horrific situations like this can | | | | Continuity for Small Businesses said, "Safety, security |
| occur in our society today. In each of these situations it | | | | and preparedness aren't routinely a focus in our lives. |
| appears that the triggers were tied to a workplace or | | | | Being on guard is not something Americans are used |
| business connection. We must come to grips with the | | | | to or like doing. Still danger and the threat never goes |
| fact that people are victims of changes in their family, | | | | away; only fades in memory." Is he in fact saying that |
| medical, personal and workplace relationships that are | | | | our workplace security policies are like what we see in |
| realities of life. However, how we effectively or | | | | the African Plains where the Antelopes and the hungry |
| ineffectively choose to deal with these issues often | | | | Lions play this cat and mouse game? The Antelope |
| times dictates the outcome. | | | | senses, hears and sees the Lions attacking, they run |
| Not wishing to rush to any conclusions on any of the | | | | for their lives only to return to grazing after the hungry |
| above, there have to be questions on contributing | | | | Lions are feasting? Is that the mentality that drives the |
| behaviors that need to be addressed. We must not | | | | workplace security decision process? I do not think so |
| allow the permissive or irresponsible environment to | | | | but it makes me wonder what does. |
| continue as business as usual. People interaction must | | | | What is Workplace Violence? |
| be held accountable to reduce potential incidents in | | | | In attempting to put violence in the workplace in |
| managing the outcome through accountability, | | | | perspective, we must eliminate the discussion that |
| responsibility and consequential actions. To do so, we | | | | centers on the employee with a gun but focus |
| must ask the following: | | | | resources to target employees issues or at risk |
| - How could this happen? | | | | situations. Incidents that can lead to the acts of |
| - What did we miss that could have prevented the | | | | violence are a broader problem than one assumes it |
| outcome through care, consideration and | | | | might be, involving internal at risk situations and external |
| attentiveness? | | | | workplace risk factors. In determining what action to |
| - What did we take for granted? | | | | take in preventing escalation is the needed practice of |
| - How do we interact? | | | | conducting personnel and physical security |
| I do not pretend to say I have the right answer but | | | | assessments at least annually to sense potential risks |
| would ask that you begin a process now to evaluate | | | | affected by internal and external changes. While I |
| your workplace situations to see how at risk you might | | | | would like to emphasize the threat posed by the |
| be. Why wait to answer such questions tomorrow | | | | non-employee who commits the assault, robbery, |
| when through documentation one can take a positive | | | | mugging or murder; the employee risk from within has |
| proactive effort going forward that allows you to see | | | | a far overreaching impact on people, property, |
| just how valuable the critical vulnerability assessment | | | | premises, finances and image than one can imagine. I |
| can be? | | | | will touch on the impact of the non-violent prone |
| Putting the threat of workplace violence prevention in | | | | employee in later discussion. For now, all one needs to |
| perspective is important in knowing that the number of | | | | do is follow the recent incidents in the news to quickly |
| such horrific workplace related events are infrequent in | | | | see where the blame will be laid even though the |
| comparison to the external threats employees face | | | | predicable moment of the violent act cannot be |
| daily. I will not scare you with statistics at this point. | | | | predicted. Having said this, the risk situations can be |
| However, we know by all accounts that these | | | | managed and the results can have a different |
| situations attract the kinds of negative focus I intend to | | | | outcome. |
| avoid by this continued discussion. It is my opinion that | | | | For example, so much is taken for granted in employer |
| personnel security and human relations security have | | | | and employee interactions as the way of doing |
| an umbilical connection in arriving at workplace safety | | | | business or the acceptable workplace culture. |
| and security solutions. However, the research shows | | | | Unfortunately this belief adversely affects people in |
| that employers dedicate limited resources for a variety | | | | different ways. I know we all agree. The problem is |
| of reasons that I suspect might be a lack of technical | | | | that this acceptable business culture behavior creates |
| competency discussion rather than a lack of will. | | | | acceptable behavior as well that contributes to the |
| (1) Denial in terms of we do not have a problem; | | | | unhappy employee's justification for action. So if we |
| (2) It is resource intensive; | | | | have an employee in the payroll department who |
| (3) Why invest in prevention when we can terminate; | | | | might be insensitive to a co-worker's personal situation |
| (4) Time is of the essence; | | | | and supervisors who fail to intervene, you might have |
| (5) We lack the technical competency; | | | | the "victim" employee beginning the rationalization and |
| (6) The cost of hiring the consultant is unnecessary. | | | | justification for revenge. A mighty leap yes but a |
| These reasons however tangible have been | | | | thought I think worth considering. What do you think? |
| chronicled in surveys conducted by the Department of | | | | Most think of workplace violence as murder or a |
| Labor, American Society of Safety Engineers, ASIS, | | | | violent physical assault and therefore do not apply the |
| Pinkerton and a host of other lesser-known | | | | proper band-aid. In fact, such incidents as the extreme |
| organizations. Each of the surveys point to a sense of | | | | response to harassment, verbal abuse, name-calling, |
| urgency on the topic of workplace violence prevention | | | | threats, intimidation, destroying property, throwing |
| but a confusing response that illustrates a | | | | objects, and expression or intent to get even lead to |
| misunderstanding of the potential threat and how to | | | | the violent act. How would one expect employees to |
| deploy the resources. All lead to doing something is | | | | respond when there is no specific policy or supportive |
| better than doing nothing. Contrary to the commonly | | | | program? Quit? Confront the individual? Or report the |
| held beliefs by most that the topic of workplace | | | | incident? |
| violence does not affect my business and as such, it is | | | | |