WVPT 4
WVPT 4
WVPT 4
These case studies have been prepared to provide specific risk and threat factors for examination and to create useful learning tools. They are intended to provide assistance to organization planners as they develop workplace violence prevention programs and assess their readiness to handle these types of situations. The characters in the case studies are fictional and have been created for educational purposes. No reference to any individual, living or dead, is intended or should be inferred.
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Workplace Violence
Case Studies
Introduction
The call comes in. Someones being stalked two employees get into a shoving match a woman flees a violently abusive mate a sometimesdisoriented employee keeps showing up at coworkers homes a supervisors constant abuse infuriates a subordinate an employee in a fit of rage destroys company property a fired employee makes a direct threat. These are just a few examples of the types of incidents that can happen in the workplace. How each employer responds to these reports will differ, not only among different organizations, but sometimes within the same organization, depending upon the circumstances of each situation. Even in organizations with highly structured, well-thought-out procedures in place, the handling will have to depend on: The nature of the incident; The circumstances surrounding the incident; Who is available to respond; Who has the skills to deal with the particular situation. What has been learned from many years of experience in the American workplace is that the most effective way to handle these situations is to take a team approach, rather than having one manager, function or office handle situations alone. Not using a team approach is laden with problems. In some cases of workplace homicide, it became apparent that the situation got out of control because human resources managers did not inform security about a problem employee, coworkers were not warned about the threatening behavior of an ex-employee, or one specialist felt he had to go it alone in handling the situation. Also, presenting all cases to a team to consider lessens the chance that one persons denial of reality could result in a failure to act.
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A team allows for the linking of multiple disciplines and experience-bases for use in the examination and management of potentially dangerous circumstances. Where available, management, human resources, employee assistance program, security, union, legal, and psychological service representatives should be considered for inclusion on the team. In cases where the full range of resources are not part of the organization, outside consultants are often pre-identified and join the team when critical cases are being handled. This would typically be the case in smaller organizations without in-house attorneys, psychologists, security personnel, or threat management professionals. Employers should have plans in place ahead of time so that emergency and non-emergency situations can be dealt with as soon as possible. However, it is also necessary to build the maximum amount of flexibility possible into any plan.
Basic Concepts
Since organizations and situations differ, a list of specific steps or procedures to follow in all workplaces would be inappropriate and impractical. However, there are some basic concepts that all employers should keep in mind when formulating a strategy to address workplace violence: Respond promptly to immediate dangers to personnel and the workplace. Investigate threats and other reported incidents. Take threats and threatening behavior seriously; employees may not step forward with their concerns if they think that management will dismiss their worries. Deal with the issue of what may appear to be frivolous allegations (and concerns based on misunderstandings) by responding to each report seriously and objectively. Take disciplinary actions when warranted. Support victims and other affected workers after an incident. Attempt to bring the work environment back to normal after an incident.
For any kind of team to work well in actual tasks, be it in sports or crisis management, it is important that the team develop its approach to common situations. In all teams, including those formed to lead organizations responses in situations involving workplace violence, training and group practice are key factors to real-world success. It is important that a workplace violence management team discuss possible situations and workable solutions before being assembled for actual situations. This allows for coordination and feasibility issues to be worked out in advance.
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Workplace Violence
These case studies have been prepared to provide specific risk and threat factors for examination and to create useful learning tools. They are intended to provide assistance to organization planners as they develop workplace violence prevention programs and assess their readiness to handle these types of situations. The characters in the case studies are fictional and have been created for educational purposes. No reference to any individual, living or dead, is intended or should be inferred. As you read the case studies keep in mind that there is no one correct way to handle each situation. The case studies should not be taken as specific models of how to handle certain types of situations. Rather, they should be a starting point for a discussion and exploration of how a team approach can be instituted and adapted to the specific needs of each organization. A successfully used alternative may not be useful in other instances, and there are probably several different approaches that could be equally useful. Each group in its discussions should strive to identify several workable approaches.
The case studies are intended to raise questions such as: 1. Do we agree with the approach the employer took in the case study? 2. If not, why wouldnt that approach work for us? 3. What other approaches would work for us? 4. Do we have adequate resources to handle such a situation?
Establish a system to evaluate the effectiveness of a response in actual situations that arise so that procedures can be changed as necessary. Ask the following questions after reviewing each of the case studies and after planning how your organization would respond to the same or a similar situation: 1. Does our workplace violence prevention program have a process for evaluating the effectiveness of the teams approach following an incident? 2. Would our written policy statement and written procedures limit our ability to easily adopt a more effective course of action in the future, if an evaluation of our response showed that a change in procedures was necessary? 3. Do we have plans to test our response procedures and capability through practice exercises and preparedness drills, and to change procedures if necessary?
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Incident Response
Investigation
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Lessons Learned
1. The Company was faced with heavy competition and was downsizing. Employees were being asked to do more with less. Some incidents of workplace violence involve companies that are downsizing or that have recently done so. 2. The employee was dedicated and hard working, and proud of his work. Employees who commit workplace violence are not always underachievers. 3. Many times top executives become the target of a disgruntled employee because they are seen as the company or corporate image. 4. It is important to actively pursue cases of workplace violence. 5. Once the person is identified, immediate action should be taken to assess his or her actions. 6. If an incident does occur, it is important to consider all victims and their families. Use the services of a priest or clergy. Decide how you are going to inform coworkers.
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Incident Response
The Incident Response Team met and considered the situation. Some members argued that Zero Tolerance required firing of both the employees whose horseplay had gone too far. Others argued that the situation simply had been a brief spate of alcohol-fueled temper that had resolved itself before the gathering had broken up. There was also a lot of debate over the supervisor allowing the employees to drink on the premises after work, as well as his own participation in the drinking. The legal advisor to the team said that any threat, no matter how unlikely to be carried out, should result in firing. Otherwise, the managers involved might be personally liable if the situation ever developed into violence. The discussion also involved the conduct of the worker who could not let up teasing on Monday. The team also considered that the boxing itself possibly violated the companys rule against horseplay. The Industrial Relations member of the Incident Response Team said that, due to the after-hours nature of the activity, and the fact that a supervisor had failed to prevent the horseplay, there would be no way any discipline would go uncontested by the union. After listening to all views, the organizations senior executive separately called in the two employees from the Friday incident. They were both surprised that anyone would think that the words spoken could have been mistaken for anything but good-natured ribbing. Both said that they continued to have a good relationship and thought the whole matter overblown. They also agreed that the employee who kept bringing up the incident on Monday was a loudmouth whom no one took seriously, and that the supervisors verbal correction had been all that was necessary.
Resolution
It was decided that the entire section would be retrained on the company house rules relating to remaining after hours on premises, and the alcohol and horseplay prohibitions. The supervisor met with senior managers who pointed out how his lack of proper supervision had set the stage for what could have become a major liability for the company, either through fistfights or vehicle accidents arising from employees being allowed to drink on premises before driving home. He acknowledged his failures and accepted the written reprimand without dispute. The employee who had made the kicked your butt comment was verbally counseled that such comments, even in jest to friends, could be misconstrued by others and cause concern. The employee who had taunted his coworker on Monday, was counseled to consider how his words could have been irritating to everyone he worked with. He apologized and said he would not do it again.
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1. Will Zero Tolerance in your organization require firing of all violators of your workplace violence or safe workplace policy? 2. Are your supervisors properly enforcing work rules in order to prevent situations conducive to potential violence or other injury? 3. Does your Incident Response Team consist of diverse disciplines and perspectives to allow for all aspects of situations to be addressed? 4. Does your team have a single leader who can listen to conflicting views of members and make decisions as to what course of action to take in the absence of consensus?
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Conclusion
Lessons Learned
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2. Supervisors and managers who believe an employee may become violent should use a conference room or keep objects that can be used as weapons off their desks or behind them. 3. Behavioral psychologists indicate that many times a persons outward behavior is their way of asking for help. Supervisors and managers need to understand their role and responsibilities when handling such cases. Legal experts indicate that an employee must declare they are an alcoholic or have a condition that falls into one of the protected classes under the Americans with Disabilities Act prior to the commission of the crime or violation of company policy in order to be protected under ADA. 4. The Threat Assessment Team should get involved in the early stages, even after an incident has occurred, to provide the necessary advice.
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Conclusion
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The supervisor said that a week earlier there had been a story on the national news about a triple murder at a workplace on the mainland which had ended with the gunman, a former worker, being shot and killed by the police. The supervisor said that the fired employee had commented that this was probably a pretty good way to go and had said, I hope that doesnt hurt too bad. Another employee, reporting about the same situation, said that the fired coworker had noted that he could see how somebody could get so fed up with his boss that he would come back with a gun. He had ended the conversation by saying that he had always wanted a quick death himself, like from a police sniper. Another employee reported receiving a call from the fired employee in which he was told to stay home tomorrow and that he could keep the binoculars loaned to him by the fired employee. In the same call, the fired employee appeared at times incoherent but did mention that the recent divorce had forced him to lose his home. He also said that without his job he would not be able to make his child support payments and he knew his wife would retaliate by preventing their children from visiting him during their next school break. The call ended with the fired employee asking his friend to tell his kids that he had always tried his best. The company called the police and was told by the responding officers that the circumstances did not yet amount to a crime and at this point there was little that could be done. The police did confirm that the employee had purchased a shotgun one week earlier. The Incident Response Team consulted with a Threat Assessment Professional who pointed out that the employee exhibited a number of extremely serious warning signs and pre-incident indicators: a) he had suffered a series of recent significant losses (family, job, home); b) he had exhibited an interest in, and identification with, a recent workplace murderer; c) he had exhibited an interest in suicide; d) he had discussed being killed himself; e) he had indicated deep despair over his current situation; f) he had given away a personal object, and seemed to be settling his affairs; g) he had issued a non-conditional statement of intent to harm; and h) he had made a recent firearm purchase, coinciding with his likely termination. The Threat Assessment Professional also noted that the employee was familiar with his supervisors home and family. Based on a number of recommendations, the organization did the following: The company arranged with the police department to have uniformed special duty officers stationed at the company premises around the clock for seven days. Extension of the coverage would be considered as the situation developed. The company sent the supervisor and her family to stay at a hotel for a week and agreed to pay the expenses.
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The company engaged the services of an investigative firm to conduct surveillance of the supervisors home by remote video. The supervisors neighbors were advised that a problem individual might be visiting the supervisors home. They were given a description of the fired employee and his vehicle and were asked to call the investigators or the police if he was spotted in the area. The local police district commander was contacted and it was agreed that for the next two days increased patrols of the supervisors neighborhood would be attempted as other calls for service allowed. Attempts were made to contact the fired employees ex-wife to obtain any information she might have regarding likely locations where the employee could be found. A psychologist with experience dealing with violence was retained to assist with any further contact from the former employee or to assist any current employees who might be experiencing anxiety over the situation. Resolution The next morning a neighbor getting his newspaper noticed a strange car pull up and park half a block away from the supervisors home; the driver was a lone male. The neighbor noted the license number and upon going indoors confirmed that it was the fired employees vehicle. He called the police and the investigation company. Arriving police officers saw the man walking up the driveway of the supervisors home with a golf bag slung over his shoulder and carrying an ax. They ordered him to halt and, when he brandished the ax at them, they fired a beanbag round, disarming him. They found a loaded shotgun in the golf bag. He subsequently confessed that he had intended to break down the door with the ax and murder his supervisor and her family. He was convicted of attempted murder and weapons charges and was incarcerated. 1. Would your organization have moved as rapidly to assess and manage this kind of situation, or would the prevailing attitude have been that the employee was simply blowing off steam and the organization should simply wait and see? 2. Has your organization identified a Threat Assessment Professional who is experienced in assessing information about troubling situations? What about a psychological/psychiatric resource for advice and counseling? 3. Would your organization be willing to take measures to assure an employees safety if a work-related threat extended off-premises? 4. Has your organization identified the resources available through local law enforcement to assist in situations such as this? 5. What else would your organization do if confronted with this situation? 6. What would your organization do to monitor the situation in the future?
Prevention, Intervention, and Recovery
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The Human Resources Manager speaks to other employees formerly supervised by the fired manager. They confirm that he had frequently spoken of angry confrontations he had initiated when subordinates had frustrated him. Two of the employees reported that he had threatened to teach them a lesson if they ever crossed him. Both reported that they felt physically threatened by his words and menacing manner. A background research firm conducts a check of public records in the locations where the former manager has lived in the past. The organizations Chief of Security conducts a security briefing for the woman employee. As a courtesy, a security survey is made of her residence, which is in an apartment complex with excellent access controls, CCTV cameras and twenty-four hour security guards who monitor the main building entrance. Grills and gates secure the parking garage. The woman changes her unlisted telephone number and she is given a new extension number at work. The organization sends a letter to the former manager informing him that he may no longer visit the facility. He is told that all contact between himself and the company should be through the Human Resources Manager. The womans parking stall is changed to another located closer to the parking garage elevators and directly under view of the building security cameras. The building security guards are instructed to escort the woman to and from her parking stall if she requests. The woman is referred to the organizations EAP provider for counseling and support. She attends a few sessions, and appreciates having a sympathetic professional with whom she can confidentially confide her thoughts and feelings. Resolution Upon receiving the letter, the fired manager leaves an angry voice mail message for the Human Resources Manager. While not containing any overt threat, it does transmit one piece of welcome news. He says they dont have to worry about him coming back to their lousy building since hes gotten a much better job on another island. The investigation into the vandalism proves inconclusive. A passerby recalls walking into the building an hour before the discovery of the damage and seeing no vandalism. The same man walked out as the woman was showing it to the Human Resources Manager, and is certain that the car was fine when he arrived. A check of the parking lot tickets and access computer records shows that only the fired manager exited the parking lot during the relevant time period. Through records found in California it is discovered that the fired manager was arrested for beating an ex-lover when she tried to break up with him. He was not convicted of that crime, but in a plea arrangement he entered a deferred plea to a charge of harassment.
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Although the Human Resources Manager does not receive any further communications from the former manager she does learn from friends on the other island that the former manager is indeed working there. No background inquiries were made to his former employer by his new employer. The woman employee reports no further instances of vandalism. The woman expresses frustration with her own managers initial reaction, but express great appreciation for the subsequent handling by the organization. Questions for Discussion 1. Do you agree or disagree with the handling of this situation by the organization? 2. Do you think the position of the womans current manager is appropriate for your organization: short of incontrovertible proof of direct connection, the organization should do nothing to make an employee feel more secure? 3. What else do you think the organization should have done in this situation? 4. Does your organization conduct thorough background checks of prospective employees? 5. Does your organization: a) Stress SAFETY with all managers? b) Promote upward reporting of employee safety and security concerns to the attention of the Threat Management Team or other responsible executives?
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The woman should be consulted with and directed to make herself available to her ex-husband as little as possible and to have no communication of any kind with him. The team should develop a plan for what callers or visitors will be told about the womans presence or absence from her work site. The threat assessment consultant agrees to remain available by telephone to the company. The Incident Response Team meets and, in addition to the consultants advice, decides on the following: The site manager is to be told to keep the main entry-door to the office locked. As the office where the woman works rarely has visitors who do not make advance appointments, the supervisor does not think this will be a problem. Because the door contains a narrow glass window, visitors with appointments can be seen and admitted. The office receptionist is to be told to call the police and the shopping center security force upon any appearance made by the ex-husband at or near the office. Callers are to be told that the woman is on vacation and that messages are being taken. The woman is to be offered an opportunity to work at another office site on the other side of the island. Her ex-husband is not familiar with this location. The other five employees of the office are to be briefed on the situation and are to take specific measures to safeguard information about their coworker and her transfer. Contact will be made with the police in order for the company or the woman to be notified once the ex-husband has been served with the TRO. Resolution The same day, the woman moved to another office of the company, located approximately 25 miles from her normal office. The office staff at that location was also briefed on the situation and given the information about the ex-husbands vehicles and description. A copy of the TRO was given to the second office manager. It specified that the ex-husband was to remain a distance of 100 yards away from the woman and her workplace (her regular work site address was listed). At 7:30 the next morning, the Incident Response Team coordinator listened to voice mail left by the police the previous night advising that the ex-husband had been served the TRO. His demeanor had been angry.
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At 8:00 a.m., the coordinator received a call from the manager of the first office. Arriving employees had spotted the ex-husband sitting in his car 50 yards from the entry to the office. They had called the police and shopping center security. When the police arrived, they spoke to the exhusband and noticed the butt of a pistol protruding from under some papers on the front passenger seat. The ex-husband was arrested for violating the TRO and a loaded revolver was recovered from the vehicle, hidden beneath a copy of the TRO. The pistol was determined to have been stolen. He was also charged on the weapons-related offenses. At a subsequent court hearing, a high bail was set. Later, the ex-husbands parole was revoked and he was convicted on a felony gun charge. Questions for Discussion 1. What other steps might the Incident Response Team have taken to ensure the safety of the woman employee? 2. As is often the case, the TRO was of mixed value. In your opinion, was it the likely precipitator of the ex-husbands pre-attack behavior? 3. What alternatives to a TRO could have been used to facilitate the woman employees safety?
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Investigation
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Incident Response
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The team then worked out the following plan: 1. The Human Resources Manager acted as coordinator of the response effort. He made a written report of the situation and kept it updated. He kept the team members, the supervisor, and the employee apprised of what the others were doing to resolve the situation. He also looked into the feasibility of relocating the employee to another work site. 2. The Security Director immediately reported the situation to the local police. With the employees consent, she also called the police where the employee lived to learn what steps they could take to help the employee. She offered to coordinate and exchange information with them. The Security Director arranged for increased surveillance of the building and circulated photos of the stalker to all building guards with instructions to detain him if he showed up at the building. 3. The supervisor began to check the employees voice mail in order to eliminate the number of times she would have to be exposed to the stalkers verbal harassment. He forwarded any non-harassing voice mail to a new voice mailbox established for the employee. The Security Director brought a tape recorder to the supervisor and showed him the best way to tape any future voice mail messages from the stalker. She also contacted the organizations phone company to arrange for its involvement in the case. 4. The Employee Assistance Program counselor provided support and counseling for both the employee and the supervisor throughout the time this was going on. He suggested local organizations that could help the employee. He also tried to convince her to tell coworkers about the situation. 5. The union arranged to sponsor a session on stalking in order to raise the consciousness of organization employees about the problem in general. After a week, when the employee finally agreed to tell coworkers what was going on, the EAP counselor and Security Director jointly held a meeting with the whole work group to discuss any fears or concerns they had and give advice on how they could help with the situation.
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Resolution
In this case, the employees coworkers were supportive and wanted to help out. They volunteered to watch out for the stalker and to follow other security measures recommended by the Security Director. The stalker ended up in jail because he tried to break into the employees home while armed with a gun. The Security Director believes that the local police were able to be more responsive in this situation because they had been working together with security on the case. 1. Do you agree with the employers approach in this case? 2. What would you do in a similar situation if your organization doesnt have security guards or a Security Director? 3. What would you do if coworkers were too afraid of the stalker to work in the same office with the employee? 4. What would you do if/when the stalker gets out of jail on bail or out on probation? 5. If the stalker had not precipitated his arrest, how long would your organization have been willing to continue supporting the employee with enhanced procedures? 6. Would your union and management have agreed to conduct stalking training for employees?
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Workplace Violence
Resolution
As a result of counseling by the supervisor and by the Employee Assistance Program counselor, the employee changed his behavior. He was unaware that his behavior had been scaring people. He learned new ways from the EAP to deal with people. He accepted the EAP referral to a therapist in the community to address underlying personal problems. Continued monitoring by the supervisor showed the employees conduct improving to an acceptable level and remaining that way. 1. Do you agree with the approach in this case? 2. Can you think of other situations that would lend themselves to this kind of low-key approach? 3. Does your organization have effective EAP training so that supervisors are comfortable in turning to the EAP for advice?
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Incident Response
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Workplace Violence
After practicing with the Employee Assistance Program (EAP) counselor, the employee was able to discuss the situation again with his supervisor. He described the situation in non-blaming terms, and he expressed his intentions to work at improving the situation. The supervisor acknowledged that the shouting was annoying, but again asked the employee not to make a mountain out of a molehill. The employee took a deep breath and said, It may be a molehill, but nevertheless it is affecting my ability to get my work done efficiently. Finally, the supervisor stated that he did not realize how disruptive the situation had become and agreed to monitor the situation. The next time the coworker raised his voice, the employee used his newly acquired assertiveness skills and stated in a calm and quiet voice, I dont like to be shouted at. Please lower your voice. When the coworker started shouting again, the employee restated in a calm voice, I dont like being shouted at. Please lower your voice. The coworker stormed away. Meanwhile, the supervisor began monitoring the situation. He noted that the abusive coworkers conduct had improved with the newly assertive employee, but continued to be rude and demeaning toward the other employees. The supervisor consulted with the EAP counselor and Human Resources Supervisor. The counselor told him, generally, people dont change unless they have a reason to change. The counselor added that the reasons people change can range from simple I-statements, such as those suggested above, to disciplinary actions. The Human Resources Supervisor discussed possible disciplinary options with the supervisor. The supervisor then met with the abusive coworker who blamed the altercations on the others in the office. The supervisor responded, I understand the others were stressed. Im glad you understand that shouting, speaking in a demeaning manner, and rudely ordering people around is unprofessional and disrespectful. It is unacceptable behavior and will not be tolerated. During the meeting, he also referred the employee to the Employee Assistance Program (EAP). The coworker continued his rude and demeaning behavior to the other employees in spite of the supervisors efforts. The others, after observing the newly acquired confidence and calm of the employee who first raised the issue, requested similar training from the EAP. The supervisor met again with the EAP counselor and Human Resources Supervisor to strategize next steps.
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Resolution
When all of the employees in the office started using assertive statements, the abusive coworker became more cooperative. However, it took a written reprimand, a short suspension, and several counseling sessions with the EAP counselor before he ceased his shouting and rude behavior altogether. 1. Does your workplace violence training include communication skills to put a stop to disruptive behavior early on (including skills for convincing reluctant supervisors to act)? 2. How would your organization have proceeded with the case if the coworker had threatened the employee who spoke to him in an assertive way? 3. What recourse would the employee have had if the supervisor had refused to intervene?
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Incident Response
Human Resources
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Timed to coincide with when the Fitness for Duty evaluation was being conducted, the EAP had a crisis debriefing session with all employees. The purpose of this debriefing was to address ongoing concerns of the employees, provide information that may lead to their reassurance that the organization was acting responsibly, and to provide linkage to individual counseling. The EAP also conducted individual short-term counseling and referrals for employees who expressed a need for these services. In a manner ensuring confidentiality, the EAP provided information to the threat assessment psychologist about behaviors of concern to these employees. The psychologist interviewed selected administrative staff and learned the employers goal was the safe retention of the employee. Information was developed that the employee had no criminal history. Initial information was that the employee had recently been evaluated for a stroke, but that the physical complaints of this employee had no known medical causation. A referral had then been made for psychological care. The threat assessment psychologist met with the employee and gained access to her mental health files. It was learned that she became depressed and anxious, and started to have flashbacks and disconnected memories of her childhood. She had trance-like dissociative states. She was suspected of being a victim of sexual abuse as a child, as well as some other violence. Her psychiatrist prescribed a number of medications commonly used in treating depressive, panic, seizure and psychotic disorders. Psychological testing was conducted, with results indicating the employee was not in touch with her emotions, that may overcontrol the way that she expressed her anger. Her profile indicated that she tended to be impulsive and act out in socially unacceptable ways. She showed a pattern of guilt and remorse and negative self-evaluation after her impulsive behavior, but she tended to repeat this behavior. People with her profile tend to feel tense, agitated and unable to manage their problems. They engage in compulsive behavior and set high standards for themselves and feel guilty when such standards are not met. The test results showed that she had superior intellectual functioning. While she has admitted to recent suicidal ideation, her test results did not suggest a tendency to express anger outwardly. Her pattern of test results suggests that she may have symptoms of a number of psychological conditions.
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The psychologist interviewed the employee. She admitted hearing voices. She described these voices as coming from within her head and that the identity of the voice was known to be her. At times, the voices argue. She showed no evidence of obvious delusional beliefs. At times, her memory and concentration appeared lacking for someone of her intellectual capacity. She said that she did not understand why her employer was involved in her situation. She expressed apprehension that she may lose her job. The employee expressed distress over her recent behavioral changes. She claimed that she finds herself at different locations without remembering the circumstances of her travel. The employee denied any homicidal ideation, thoughts, intent or plans. She admitted to suicidal ideation in the past, the last time 2-3 months ago. Her plan had involved shooting herself and at least on one occasion, she had placed a gun to her head. She had thoughts about driving her car over a cliff, but she did not pursue this because the outcome was not guaranteed. She told the psychologist that a few months ago that she had attempted to acquire a handgun for target practice because she could not bring an unregistered weapon which she possessed to the range. She was unable to acquire one because she truthfully answered registration questions pertaining to her mental condition. She had, and may continue to have, access to two other weapons. She claimed that her husbands unregistered handgun was dismantled. She said that a second unregistered weapon had been in a safe deposit box, but that she then anonymously had mailed it to the police. When the psychologist expressed skepticism that she had mailed this weapon to the police, she then denied mailing it and claimed that she had thrown the gun into the ocean after contemplating killing herself. The employee revealed that she is an experienced shooter of weapons, having been trained to shoot by her father when she was aged four or five. She said that she knows that she can always go to a shooting range to use a weapon there. The employee disclosed that she had increased her level of alcohol consumption over the past six months. She admitted that she had consumed one and a half beers before coming into the psychological interview in an attempt to manage her anxieties. While she denied any history of problems with alcohol or craving to drink, she revealed that a friend of hers had told her that her drinking was making matters worse. She denied any current abuse of illegal substances, but admitted smoking marijuana and using Ecstasy on several occasions while in college.
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An interview with the employees supervisor indicated that over the past few weeks, she had been doing well in her work. He felt that she was getting better. He was able to tolerate her occasionally taking sick leave because of episodes that she may experience. He considered her one of the best employees he ever had. The psychologist completed his evaluation and wrote a detailed report on his findings. Resolution The Fitness for Duty documented the severity and variety of her psychological conditions, that the conditions would become noticeable on a periodic basis, and that this would prevent her from working during that time period. During acute episodes of her disorder, she was viewed as being unable to perform some or all of her work functions, duties and responsibilities. During the period of time that her condition flared, she was considered to be a mild-substantial danger to hurt herself. The level of risk varied as a function of her fluctuating psychological course. Also elevating the risk level was the potential presence of handguns, the location and security of which were not adequately documented. While the employee denied any thoughts, intent or plan to hurt others, the presence of weapons was perceived to elevate the risk that others could be inadvertently hurt in any attempt to hurt herself. Additionally, others who might seek to disarm her could be injured in this process. The report concluded that if the employer wanted to keep the employee working under these conditions, that coworkers should not transport her for medical care, but should call an ambulance and security if such care was needed. It was also recommended that the employee be directed to have her weapons secured by police authorities. The Employee Assistance Program was suggested as a resource that could be tasked with making recommendations regarding the employee gaining access to specialized treatment programs on the mainland, which programs could be helpful to the employee. The employer was advised that a comprehensive risk management approach would also involve retaining a security firm that could develop additional information about the behavior, thinking and plans of the employee. The security firm could engage in surveillance or pretext contacts in order to aid in managing the case. The employer was informed that this approach could serve as an early warning system if the employee were engaged in active measures to plan an act of violence. Despite this recommendation, the employer decided against these measures.
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The employer decided to retain the employee and to continue to provide accommodation. The employer provided time off for psychological care and discontinued the practice of employees providing transportation to psychological and medical care. The employee has been performing her duties well. Another employee decided to quit because she was so traumatized about being exposed to the behavior of her coworker. Questions for Discussion 1. Do you agree with the employers willingness to retain the employee? 2. Would your organization handle the situation differently? How? 3. Has your organization identified a threat assessment professional if a similar situation occurred in your organization?
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Incident Response
The Human Resources Division contacted a psychologist with threat assessment expertise to meet and help devise a response plan. The initial meeting consisted of a representative of the Human Resources office and the threat assessment psychologist. At this meeting, the background of the case and the employee was discussed. The employer revealed that the goal of the intervention was to devise a strategy which would enable the safe return to work of the employee.
Human Resources
The Human Resources administrator was tasked with providing the personnel file and other documents (including the complaint file) to the psychologist for review. He would also arrange for the employee to be evaluated by the psychologist for purposes of providing a plan of action based upon a mental health, or Fitness for Duty evaluation. The psychologist interviewed selected administrative staff and learned that the employers goal was the safe return to work of the employee. The psychologist was provided information that the employer had sent the employee to a psychiatrist at the time he was removed from work status. The psychiatrist conducted one interview and performed no testing. The psychiatrists report indicated that coworkers had anxiety about the employees potential for dangerousness. Psychological testing results indicated the employee may have tried to present a distorted and overly positive impression of himself, thereby limiting confidence in the psychological test results. His psychological test results showed that he desires to dominate in relationships and that he may have occasional exaggerated aggressive responses. He has strong need for attention and affection from others and he may fear that these needs will not be met if he is more honest and open about his attitudes. People with his profile are perfectionists and condemnation causes them considerable tension, especially if conveyed by persons in authority. There was no evidence that the employee suffered from disorders such as psychosis, depression, or anxiety disorders. He operated at a normal level of intellectual functioning. There was evidence that he may have various personality disorders. The psychologist interviewed the employee, who was tense and cautious. He had an unusual affect, a prominent and intermittent facial grimace. He was articulate, deliberate and overtly cooperative. He denied any homicidal or suicidal ideation, thoughts, intent or plans. He claimed that he owned no weapons. He denied any intent to bring a firearm to work, claiming that he only wanted permission to carry a pepper spray gun. The reason for this was his purported fear of a coworker. He denied telling this same coworker that he carried a knife on his person, or that he ever does carry a knife.
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The employee showed no evidence of hallucinatory behavior or obvious delusional beliefs. He said that he had no problems with alcohol, and previously used it very rarely. He denied any current substance abuse, but admitted smoking marijuana while in high school. He does not take any medication. The employee was asked if he would be willing to disavow any rights to gun ownership in order to return to work. Initially he responded by saying that he would have to consult with his union in order to not give up any rights. When told that some people are willing to disclaim such ownership rights in order to regain their position, he instructed this evaluator to write that he would do so. The psychologist completed his evaluation and wrote a detailed report on his findings. Resolution The Fitness for Duty report documented that the employee currently showed evidence that he represents a low risk of present danger to himself or others. There was no recent or past specific threat. There was no known substance abuse or psychotic disorder. There was no known history of violence, other than a reported incident when he hit a coworker with a refrigerator door. However, the request to bring a gun to work and allegations that he wore a knife on his person were concerns. It was suggested that if the employee was allowed to return to the workplace, it would be prudent to accept his offer to disavow any gun ownership rights by having him submit a statement to this effect to authorities. The psychologist stated that because of the employees personality disorder, he was likely to continue to have problems dealing tactfully with people. Training classes in anger management, stress management, and conflict resolution were suggested. However, the employer was warned that supervisory tactics would need to be employed to observe his work behavior and document whether or not he meets all requirements, including interpersonal comportment. The threat assessment psychologist suggested to the employer that the services of a security firm be retained in order to develop more information on the criminal background and weapons ownership profile of the employee. The employer was advised that a comprehensive risk management approach would also involve the security firm engaging in surveillance or pretext contacts in order to aid in managing the case. The employer was informed that this approach could serve as an early warning system if the employee was engaged in active measures to plan an act of violence. Despite these recommendations, the employer decided against these measures.
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The employer decided to retain the employee. The employer required the employee to attend extensive anger management training. The employee complained about this requirement and continues to be uncooperative with the employer. Questions for Discussion 1. Do you agree with the employers willingness to retain the employee? 2. Would your organization handle the situation differently? How? 3. Has your organization identified a threat assessment professional if a similar situation occurred in your organization?
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Practice Exercises*
Introduction This section contains exercises that will encourage you to utilize the
information learned in the manual, and to think about the best ways to handle the issue of violence in the workplace. It would be helpful if you could use an experienced trainer who would ask you to work in small groups. First approach the exercise as a fellow employee. Then you might approach the exercise as a supervisor or manager. For these exercises, follow the steps below. 1. Read the assigned exercises. 2. Discuss Things to Think About and formulate responses. 3. Have someone in your group take notes and present your responses to the larger group. 4. Ask your trainer for assistance when needed.
*From Understanding and Responding to Violence in the Workplace, U. S. Department of Health and Human Services, March 1997. Reproduced by U. S. Department of Commerce, National Technical Information Service, Springfield, VA 22161 (703) 605-6000.
Prevention, Intervention, and Recovery
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Next day 8:00 am You read the complaint carefully again several times after not having slept well all night. You decide to contact the human resources office and speak to a special investigator who regularly conducts sexual harassment investigations. Since you do not know the identity of the complainant, it is impossible for you to conduct any interviews of that person. The human resources investigator calls John to come join you for a discussion. 9:00 am John arrives and you and the investigator inform him that someone has complained about his behavior. You ask him if he will cooperate with the investigation. John expresses outrage that his reputation is being tarnished and demands to know the identity of the accuser. You tell him the complaint was anonymous, but he does not believe you. He insists that he is a good loyal employee with many years of services who is being unfairly maligned by some bitch. This language and this type of behavior are fairly unusual for John. Toward the end of the meeting with John, he becomes belligerent and says, You have some nerve; I have worked here for 28 years and done a damn good job. Now, you have accused me of sexual harassment. This is outrageous. Then his face becomes beet red and he says, Ill show all of you; nobody messes with me. Im going to teach all of you a lesson youll never forget! With that, John bolts out of the meeting, walks out and grabs his coat, looks back and says, Ill be back later, after Ive taken care of a few things. THINGS TO THINK ABOUT: 1. What would you do now? 2. Would you involve others at this point? What are the consequences if you do? 3. Do you think John has made a threat? 4. Do you think a request for a medical exam is appropriate at this time?
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