Your Guide to Workplace Violence : When Emotions Turn Destructive [1 ed.] 9781944480356

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Vali Hawkins Mitchell Ph.D., LMHC, REAT, CEAP

Your Guide to Workplace Violence: When Emotions Turn Destructive An NDY Publishing Collection eBook

Vali Hawkins Mitchell Ph.D., LMHC, REAT, CEAP ISBN: 978-1-944480-34-9 EPUB ISBN: 978-1-944480-35-6 PDF

NDY Publishing a division of Rothstein Associates Inc. Brookfield, Connecticut USA [email protected] http://www.rothstein.com

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COPYRIGHT ©2017, Rothstein Associates Inc. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without express, prior permission of the Publisher. No responsibility is assumed by the Publisher or Authors for any injury and/or damage to persons or property as a matter of product liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. Local laws, standards, regulations, and codes should always be consulted first before considering any advice offered in this book. The information provided in this book is designed to provide helpful information on the subjects discussed. This book is not meant to be used, nor should it be used, to diagnose or treat any medical or mental health conditions. For diagnosis or treatment of any medical or mental health problem, consult your own physician or mental health care provider. The Publisher and Author are not responsible for any specific needs that may require medical or mental health supervision or intervention and are not liable for any damages or negative consequences from any treatment, action, application, or preparation, to any person reading or following the information in this book. Furthermore, the book is sold with the understanding that the Publisher and Author are not professionally engaged to render any type of psychological, legal, or any kind of professional advice by the purchase of this book. Neither the Publisher nor the Author shall be liable for any physical, psychological, emotional, financial or commercial damages, including, but not limited to, special, incidental, consequential or other damages. All names and case study examples have been adjusted as needed to protect confidentiality.

ISBN: 978-1-944480-34-9 EPUB ISBN: 978-1-944480-35-6 PDF

NDY Publishing a division of Rothstein Associates Inc. 203.740.7400 • 203.740.7401 fax [email protected] http://www.rothstein.com

Table of Contents Cover Title page Copyright Dedication Acknowledgments Introduction Part 1: Understanding Workplace Violence 1.1 A Complicated Issue 1.1.1 Violence Defined 1.1.2 Type of Violence in the Workplace 1.1.3 Categories of Workplace Violence 1.1.4 The Components of Violence 1.2 Warning Signs of Violence in the Workplace 1.2.1 Observing the First Signs 1.2.2 Observing Non-Verbal Signs or Body Language 1.2.3 Observing Other Signs of Potential Violence 1.2.4 Observation to Response: Respond, Don’t React 1.3 How Domestic Violence Becomes a Problem in the Workplace 1.3.1 Stalking 1.3.2 Observable Behaviors May Suggest Domestic Violence 1.3.3 Managing Domestic Violence Issues in The Workplace 1.3.4 What can you do as a manager? 1.3.5 The Cost of Domestic Violence to Businesses 1.4 Coping with Violence in the Workplace: Managers in the Crosshairs 1.4.1 The Responsibility of Management 1.4.2 Managers and Codependency 1.5 Best Practices for Managers 1.5.1 Reality vs Denial 1.5.2 Resistance and Avoidance 1.5.3 Your Life 1.5.4 Target 1.5.5 CEOs set the tone 1.5.6 Become Very Clear 1.6 Managing: What do you need to Master 1.6.1 Human Factors 1.6.2 Management vs Power vs Control vs Violence 1.6.3 Learn All the Rules, Laws, Guidelines, Policies, Procedures 1.6.4 Develop and Fiercely Protect a Self-Care Practice 1.6.5 Become Proactive about Violence Prevention 1.6.6 Learn Different and Important Communication Skills 1.6.7 Create a New Culture of Non-Violence 1.6.7.1 Train Everyone: Participatory Democracy 1.7 Managing: Administrative Factors 1.7.1 Threat Assessment Documentation 1.7.2 Create a Basic Written Policy Statement References

Part 2: Incident Management Planning: Assessing a Workplace Violence Incident Management Plan 2.1 What Is Workplace Violence? 2.2 The Threat 2.3 Who Is Vulnerable? 2.4 What Is the Cost? 2.5 Proactive Incident Management Planning 2.5.1 The Organization’s Responsibility 2.5.2 Documented Steps 2.5.3 Incident Management 2.6 Crafting a Response to Workplace Violence 2.7 Assessing a Workplace Violence Incident Management Plan 2.8 Summary References Part 3: The Active Shooter 3.1 What Is an Active Shooter? 3.2 Motivation and Goals of the Shooter 3.2.1 Areas of Greatest Risk 3.2.2 Targets 3.2.3 Weapons of Mass Destruction 3.2.4 Active Shooter Scenarios 3.3 Why do You Need to be Educated? 3.3.1 Mass Shootings in the Past Few Years 3.4 Instinctive Responses in the First Moments 3.4.1 Denial 3.4.2 Panic 3.5 What to Do and Not Do 3.5.1 Choices Before an Active Shooter (Or Emergency Event) 3.5.2 Choices During an Active Shooter Event 3.5.2.1 Run 3.5.2.2 Hide 3.5.2.3 Fight 3.5.2.4 Survive 3.5.3 What to Expect or Consider About Law Enforcement 3.5.3.1 Their Role 3.5.3.2 What You Can Expect 3.5.3.3 How You Should React 3.6 Advance Preparation and Training 3.6.1 Create a Plan 3.6.2 Training for Active Shooter Situations 3.6.3 Indicators of Risk for Potential Violence 3.6.4 What it Takes to Survive 3.7 Resources for Staff Training References About the Author More books from this Author

Dedication To the first and last responders (EMS, firefighters, police, coroners, and counselors), whom I love and adore, and to all my client survivors who know violence in the workplace isn’t a topic to ignore.

Acknowledgments It seems I have been working to support survivors of violence forever, long before it was a mainstream topic. And so, the countless mentors and teachers I have had cannot all be named, but I do want to acknowledge and thank: • • • • •

My fearless publisher, Phil Rothstein, for always believing in my work. My patient and brilliant editors, Kristen Noakes-Fry and Sarah Patton. Albert J. Marcella, who not only permitted the use of his article in this book, but also offered helpful insights in interviews with the author. The professional experts and friends who granted me personal interviews on a topic that was difficult to discuss (full interviews may be accessed on www.improvizion.com). And always my beloved husband, Dave, for our shared career of helping people stay safe and employed.

Introduction Violence Happens For reasons that are beyond explaining, violence is present in our world. And sometimes it comes to the workplace. So, to help you remain safe without giving into fear, I want to introduce you to what I call fire extinguisher thinking. Fire Happens Most companies have fire extinguishers, but managers don’t carry them around all day ready to use. People are trained in how to use the fire prevention equipment, know where they are stored near or in the office, and are therefore prepared and willing to use a fire extinguisher if needed. Most people go about their day without wallowing in paranoia that there may be a fire at any moment. I believe the same behavior should be used when considering the threat or risks of workplace violence. Just as managers need to manage everyone getting on board on the use and misuses of using the fire extinguisher without over-reacting or under-reacting to the risks, most people also know that a “fire” of violence can potentially erupt at any moment at any place just like a real fire. Because this unfortunate reality demands a certain level of attention, everyone needs to be prepared and managers especially need to be ahead of the curve in order to lead. Managers really have the hardest work! They must negotiate between what upper-level owners, administrators, CEOs and other stakeholders want, and require to protect and serve the bottom line, while they are also accountable for the line-staff’s day-to-day well-being. These stresses can take a toll with just the regular workload. Now, on top of that, you must add legitimate concerns about managing the risks of workplace violence. You need the knowledge to be the model of awareness, but you also have the opportunity to influence a workplace culture of violence into a culture of peace and productivity. Being aware and educated about workplace violence is not about being negative, pessimistic or being afraid. It is about being smart. Being a model for your staff also adds a significant element of strength and competency to your own self-care and well-

being practices. They want the same from you. Resiliency means you get up again even in the face of duress, which can mean day-to-day stuff, or the unexpected violent event. As you build your own resiliency practice, you can teach and model what it looks like to your employees. This is another form of leadership excellence that takes you from being a manager to a being a leader. Awareness Happens • First: Get your workplace violence fire extinguisher thinking in place. • Second: Learn everything you can about the topic and how to manage the risks. • Third: Gather your resources, create policies, review everything regularly; be current. • Fourth: Train everyone on everything you know because you don’t know who will be left standing in case of an incident. • Fifth: You are more ready today than yesterday, so reject any lingering fear and paranoia. • Sixth: Develop a personal extreme self-care protocol and protect it fiercely. Teach it. Model it. Use the resiliency tips included in this book to model creating a culture that rises above fear. Stand strong, take a breath, and feel great that you are getting people safer by preparing for the worst, unthinkable, unimaginable, and unbearable, while expecting and planning and working and striving for the most peacefully productive worksites ever. Although most workplace violence events do not escalate to the level of mass murder, sadly some do. Just as an unattended flame may go out or may become a conflagration, managers need to plan for all levels to keep everyone safe. Consider just a few of these 2016 headlines – while remembering to move toward awareness and not to slip into fear: •

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On May 4, 2016, a man who had been involuntarily terminated two weeks earlier returned to his former workplace armed with a shotgun and a pistol. He was reported to have said words to the effect of “You all ruined my life” then shot and killed a 34-yearold supervisor, injured two other employees and then killed himself (ABC Eyewitness News, 2016). On February 26, 2016, a 38-year-old shot and killed three people and injured 14 other people. A co-worker reported that approximately two hours after the two men had clocked in for their shift at work that day, he saw the shooter strapped up with his weapon and shooting at people in the factory's parking lot (Bonczyk, 2016). On March 20, 2016, a 55-year-old retired state trooper shot and killed a toll booth worker before he was shot and killed by the authorities (Howard, 2016). On April 8, 2016, at Lackland Airforce Base in San Antonio, TX, a man was being escorted to a disciplinary hearing, when he committed a murder-suicide (Forsyth, 2016). On December 2, 2015, a county health inspector and his wife burst into a banquet room in San Bernardino, CA, where approximately 80 co-workers were gathered to attend a

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holiday party, shot 14 people dead and injured 22 others. The couple also attempted to bomb the facility (Almasy, 2015). On August 26, 2015, a disgruntled ex-reporter killed two former colleagues live on television (Bonczyk, 2016).

What can you do to model changing the culture to a more mindful workplace today? Make a start. Peace will not be popular in a workplace until it makes a profit. Make your company profitable not only for its business focus, but for being a peaceful workplace. You can help move the energy toward a new trend in business. Do not accept that the “way we’ve always done it” is enough in a world that is changing rapidly. Demand something beyond a flat “zerotolerance” policy. Demand a proactive peace and resiliency, mindful and aware attitude. Create a new trend. Be that person.

Vali Hawkins Mitchell Honolulu, Hawaii January, 2017

Part 1 Understanding Workplace Violence 1.1 A Complicated Issue Workplace violence is more complicated than just physical assault. Workplace violence can consist of one or several behaviors and can range from small threats to large, catastrophic incidents. Workplace violence is any act or behavior where another person is abused, threatened, intimidated or assaulted in his or her place of employment. Gossip chains, rumors, cursing, verbal abuse, threats, implied threats, teasing, pranks, arguments, property damage, vandalism, sabotage, pushing, theft, physical assault, psychological trauma, racism, genderism, ageism, ethnic jokes, anger-related incidents, sexual innuendo or assault, arson, suicide, and murder are some of the examples of workplace violence. •

In 2016, an employee at a small company on Honolulu threatened suicide. The manager calls the supervisor, the supervisor calls their employee assistance program (EAP) company. After the assessment is made, and the threat is well managed, the employee denies the threat and all seems calm again. However, at this point, another employee who was not even involved in the incident is upset about just hearing fears about the incident through a gossip chain. The second employee claims he can’t work because he is afraid and threatens to quit. He calls in sick the next day.

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At a construction site on Oahu, 2016, an employee arrives to work hung over from a long weekend and starts a verbal attack on a co-worker. One employee picks up a wrench and threatens the other. The one who picked up the wrench is reported and put on suspended leave until an assessment is made. As result, the entire crew calls for an incident debriefing because now they are worried that the employee will return and be more violent.

Education is a risk prevention key. Learning about what violence is and what it is not, and how to manage it, is the key to decreasing risks. Dan Blasdel, Franklin County, Washington State

Coroner and former president of the International Association of Coroners and Medical Examiners, said, “The key to lowering deaths in the workplace is through education, not only for employees, but also for employers. Employers have to make the workplace safer, and employees have to become more aware of their surrounding and also be more proactive in watching out for co-workers” (Blasdel D., Personal Interview, 2008). 1.1.1 Violence Defined Violence is a destructive force that occurs when one kind of energy interacts with another and causes harm. Workplace violence is essentially an extremely distorted form of poor communication that can cause chaos and confusion, or can annihilate, demolish, devastate, raze, break, trash, wreck and ruin something or someone else who might get in its way. When human beings are violent, they have failed communication. Perhaps they are communicating something, but communication is being manifested in a distorted, bizarre, or grotesque manner that causes some level of harm from discomfort to damage. By the time someone has lost the capacity to communicate within reason, leading to escalation or violence, normal management skills like negotiation and traditional management communication strategies are of little value. A tornado doesn’t negotiate when it comes in contact with a building. And managers need to know the difference between the slight discomfort of a brief but annoying breeze and a damaging nightmare of the gale forces from an EF-5 Tornado.

1.1.2 Type of Violence in the Workplace The FBI classifies violence in the workplace in four types: • Type 1: Offender has no relationship with the victim or workplace establishment. In these incidents, the motive most often is robbery or another type of crime. • Type 2: Offender currently receives services from the workplace, often as a customer, client, patient, student, or other type of consumer. • Type 3: Offender is either a current or former employee who is acting out toward coworkers, managers, or supervisors. • Type 4: Offender is not employed at the workplace, but has a personal relationship with an employee. Often, these incidents are due to domestic disagreements between an employee and the offender (Romano, 2011). 1.1.3 Categories of Workplace Violence • Stranger toward Employee. • Customer/stakeholder/vendor toward employee. • Acquaintance/relative toward employee. • Employee toward employee. • Employee toward customer/stakeholder/vendor. • Employee toward relative.

1.1.4 The Components of Violence Violence is energy. To document incidents, you may want to use the following words and concepts to communicate and describe your observations. • Volume: accumulation of mass that takes up space. (Where did it happen and how much did it affect the environment?) • Speed: Pace, rate, velocity, tempo. (Did it escalate momentum and gather speed, start slow and build up, or diminish over time?) • Force: Gathers strength and cohesion and becomes generative. (Did the incident gain voices, people, objects, numbers, and become organized into a behavior or was it random and unfocused?) • Area: The location or domain. (Where did it happen, and did it spill over to any other area or location?) • Range: Scope or breadth, radius of influence. (Was it small or large, vague or specific, subtle or blatant, minor or major, annoying or deadly, spontaneous or planned?) • Frequency: Rate of occurrence. (Has this happened before or is it a first-time event?) • Duration: Length of time. (How long did it last?) 1.2 Warning Signs of Violence in the Workplace Warning signs can range from subtle and covert to dramatically overt. Workplace violence can start with a small incident and escalate to physical or psychological violence. When possible, learning to recognize and manage the early signs of workplace violence is preferred to dealing with the aftermath of a full-blown violent event. Disclaimer: The following signs do not predict or guarantee a violent event. They do, however, indicate that a more focused management strategy or outside assistance may be called for. If you feel unsafe, do not hesitate to call 911 or security. It is always better to be safe than sorry. 1.2.1 Observing the First Signs In medicine, there is a phrase in Latin that is intended to be the motto of a healthy practice, Primum non nocere – first, do no harm. Simple observation is noninvasive and a critical part of violence prevention. The first signs that an employee may require violence prevention management support might be something subtle and easy to deal with. Perhaps you note a change in their regular behavior pattern and the frequency, force, and intensity of their behaviors become disruptive to the work environment. You may be privy to knowledge that things at home are not going well, stressors are elevating, and a work challenge is pushing the buttons on “overload.” You may not have any information, but you may hear reports from someone else. You may want to overlook the changes if they are small, but it is important to at least become aware and make note of any changes in the texture of their work, performance, attitude, or behaviors in general. It could mean

nothing. It could mean something. It is your job to become aware. Your first “intervention” should be a simple observation. Management will, however, need to increase attention if the person is exhibiting more than one of the following: • • • • • • • • • • • • • • • • • • • • • • • • • •

Blaming. Complaints of unfair personal treatment. Crying, sulking, mood swings, or temper outbursts. Cursing. Disrespect for authority. Distracted. Dramatic change in energy level. Excessive absenteeism or lateness. Faulty decisionmaking. Forgetful, confused. Holds grudges. Increased mistakes or errors, or unsatisfactory work quality. Insistence that he or she is always right. Makes inappropriate statements. Misinterpretation of communications from others. Personal hygiene changes. Pushing the limits of acceptable conduct or disregarding the health and safety of others. Refusal to acknowledge job performance problems. Says negative things will happen to specific person or people. Takes criticism poorly. Talking about the same problems repeatedly. Testing the limits. Threatens. Unfocused. Vague complaints. Withdrawal.

1.2.2 Observing Non-Verbal Signs or Body Language Although managers are not always in the loop for the small signs and omens of violence, there is often someone else who is seeing it. If others come to you with a report, thank them, and make note of it. It could mean something is brewing. It could mean nothing. At this point, you aren’t sure, but managing means you listen with more than just your ears. Clearly the following should alert you if one of your staff demonstrates or reports any of the following:

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Change in voice tone or language. Clenched jaws or fists. Crossing personal boundaries. Rigid body posture. Flushed or pale face. Grunting or gasping. Loud religious scriptures being chanted. Loud talking or chanting or mumbling. No eye contact suddenly. Odd repetitive movements and gestures. Pacing. Rapid breathing, gasping. Restlessness. Scowling, grimacing, frowning, glaring. Sweating. Trembling, shaking or quivering. Unusual expressions, like very wide open eyes.

1.2.3 Observing Other Signs of Potential Violence Unfortunately, after a violent event, others often say they had information that they knew and didn’t share. One classic example is that an employee was fired or terminated from a previous job due to a “report” of some kind of violence, usually domestic. The individual is hired and the new company assumes that it will not be a problem in the new workplace. Why? Domestic violence is often minimized out of a management attempt to “stay out of personal family issues.” As a result, when and if it spills into the workplace it can come as a surprise. Ignoring employee involvement in domestic violence is an error. Violence is violence. It needs to be taken seriously. The problem with violence is it can be carried easily into a new situation on a different day. For example, are you aware of any employee with a past or current history of: • • • • • • • • • •

Domestic or other kinds of violence. Threatening conduct. Intimidating behavior. Increase in personal stressors. Negative personality characteristics. Marked changes in mood or conduct. Socially isolated. Reports of misconduct or grievances from others. Abuses drugs or alcohol. Lack or loss of empathy and blames others.

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Rationalizes improper behavior with entitlement or justification. Holds a grudge. Obsessive preoccupation with weapons, violent themes, revenge scenarios. Bringing a weapon to the workplace, brandishing a weapon, threats of weapons on person. Statements of desperation over family, finances, or other problems. Suicide or homicide threats of any level. Poor impulse control, displays of escalating conduct, pushing limits, testing the waters.

Example: At a company in the Pacific Northwest, 2015, an employee tells a friend at work that her spouse has become violent at home. The friend doesn’t say anything at first but then gets brave and reports it to the manager, who says, “well, it is their life and none of our business.” The spouse starts showing up at workplace at end of shift, meaning that the employee tries to leave earlier each day. Someone else reports to the manager that this is going on. The manager ignores it, claiming it is “personal” and not work-related but she’ll “look into it.” Eventually, the angry spouse comes to work and attacks his spouse in the parking lot. The police respond. The entire company is shut down during the investigation period as a crime scene. The manager is called into her supervisor’s office, and the supervisor takes disciplinary action because the manager did not respond to the initial domestic violence threats. Dick Sem, an expert in the security industry noted, “Like theft, violent behavior tends to begin with small breaches and, if not properly addressed, escalates to more serious behavior. Such breaches may take the form of argumentative or intimidating behavior, romantic or sexual obsession, veiled threats, yelling or cursing, etc. These conducts, combined with one or more of the early warning signs or indicators of workplace violence, may indicate a problem” (Sem, D., Personal Interview, 2008). According to an article in the FBI Law Enforcement Bulletin, “Although no extant actuarial methods for predicting workplace violence exist, employees can take certain actions to reduce these incidents. First, it is critical to understand that workplace violence does not happen at random or ‘out of the blue.’ Rather, perpetrators usually display some behaviors of concern. Thus, awareness of these indicators and the subsequent implementation of an action plan to deescalate potentially violent situations form essential components of workplace violence prevention” (Romano, 2011). 1.2.4 Observation to Response: Respond, Don’t React Whether a problem escalates into a violent event is 100% unpredictable. However, if the signs are present, moving beyond just observation may be necessary. Without any intervention, management, risks a problem with potentially violent characteristics or attributes becoming even more of a risk. What needs to happen to head it off at the pass? The nervous manager may try to

ignore it and hope it “goes away” only to find it becomes exactly the opposite. An apparent, simple breach of policy, protocol, or appropriate workplace behavior can easily turn into a contagious, toxic mess that could reach violent manifestations, from small to catastrophic. It is critical to monitor, document, and if possible nip these in the bud immediately – fairly, equally, proactively, and with calm and rational policies. To overreact is a false management style. To under-react is a false management style. To respond is correct. To respond in a consistent, measured, policy-driven, non-emotional, clear, and fair manner is correct. 1.3 How Domestic Violence Becomes a Problem in the Workplace As mentioned above in Section 1.2.3, domestic violence is yet another under considered and often avoided topic in the discussion of workplace violence. Unfortunately, home duress can and does spill into the workplace. According to The Facts on the Workplace and Domestic Violence (2016), “Domestic violence is a pattern of coercive behavior, including acts or threatened acts, that is used by a perpetrator to gain power and control over a current or former spouse, family member, intimate partner, or person with whom the perpetrator shares a child in common. It occurs in heterosexual and same-sex relationships and impacts individuals from all economic, educational, cultural, age, gender, racial, and religious demographics. Domestic violence includes, but is not limited to physical or sexual violence, emotional and/or psychological intimidation, verbal abuse, stalking, economic control, harassment, physical intimidation, or injury.” According to the American Bar Association, Standards of Practice Commission on Domestic and Sexual Violence (2016), delegates in August 2007 adopted the “black letter” law of the Standards of Practice for Lawyers Representing Victims of Domestic Violence, Sexual Assault and Stalking in Civil Protection Order Cases. These standards are intended to improve the quality of legal representation provided to victims of domestic violence, sexual assault, and stalking. Legal standards regarding domestic violence are good news for managers, since there will be increased awareness and more resources for you and for victims. The bad news is that you may be more likely to be required to testify and provide documentation in court on behalf of victims. It could also mean you could become the target of perpetrators who are angry and resentful. Your primary defense is to become aware and educated about state and industry requirements. You also need to know if your company will back you and pay for any legal fees you may incur. You may need to protect yourself as well as your company. 1.3.1 Stalking Stalking can be initially difficult to discern because the behavior starts with what appear to be normal “attentive” behaviors. It is considered a criminal activity if the behavior becomes repeated through following and/or harassing another person over time. It can first look like sending gifts, email or love notes, or even waiting for someone after work, all of which may appear harmless. But when there is an intent to instill fear, control, or injury, it becomes

something dark, dangerous, and criminal. Though anti-stalking laws are gender-neutral, most stalkers are men and most victims are women. To review Criminal Stalking Laws by state current through July 20, 2015: go to: https://victimsofcrime.org/our-programs/stalking-resourcecenter/stalking-laws/criminal-stalking-laws-by-state. According to a Bureau of Justice (BOJ) Special Report, during a 12-month period, an estimated 3.4 million persons, age 18 or older were victims of stalking (Baum, 2009). The BOJ, in a Supplemental Victimization Survey (SVS), conducted in 2006, identified seven types of harassing or unwanted behaviors consistent with conduct experienced by stalking victims (Baum, 2009). 1. Making unwanted phone calls. 2. Sending unsolicited or unwanted letters or e-mails. 3. Following or spying on the victim. 4. Showing up at places without a legitimate reason. 5. Waiting at places for the victim. 6. Leaving unwanted items, presents, or flowers. 7. Posting information or spreading rumors about the victim on the internet, in a public place, or by word of mouth. The survey reported that “over a 12-month period an estimated 14 in every 1,000 people age 18 or older were victims of stalking, almost half experiencing at least one unwanted contact per week, divorced or separated individuals were at higher risk, as were women more than males” (Baum, 2009). The increase in cyberstalking opportunities, instant messaging, social media and text messaging makes today’s stalking even more relevant for risk of workplace violence. Stalkers are able to communicate electronically and often anonymously, creating a heavy-to-bear sense of “what might be next” that the victim may experience during work hours (Baum, 2009). Victims may be hesitant to report stalking, dismissive of it, or unsure of their own perception of what comprises stalking. Managers need to include information about stalking safety in their workplace violence trainings. The following suggestions cannot guarantee safety, but they are a place to start: • Seek Advice from a trained professional, lawyer, or resource such as the National Center for Victims of Crime Stalking Resource Center: https://victimsofcrime.org/our-programs/stalking-resource-center/stalking-information • Don’t try to deal with a stalker alone. • Vary your daily routine, times, and travel patterns. • Get rides with trusted colleagues or friends for work or recreation. • Protect your personal information. • If you know the stalker, identify safe places to stay.

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Your lawyer may advise you that you can tell the stalker once through registered mail, email, or through your attorney to stop harassing you under any circumstances. Then you have proof you were appropriate and can file for extended legal protections as needed. Document everything such as time or place and all details of any and all communications by the stalker.

1.3.2 Observable Behaviors May Suggest Domestic Violence Organizations that specialize in serving the victims of domestic violence know the risks and recognizable features of someone who may be dealing with an abusive domestic situation. For example, the article Domestic Violence Warning Signs for the Workplace (2016), advises, “Call in a local expert and have them give a training on their expertise in the warning signs of abuse.” A few of the warning signs you may see at work that are generally agreed upon by various organizations include, but are not limited to: • Obvious physical injuries and dismissal of them. • Inappropriate clothing for the season. • Time loss and change in performance. • Isolation behaviors. • Emotional distress. • Increase in personal calls and emotional reactions to calls. • Unexplained hyper-vigilance or withdrawal. • Disruptive visits from current or former partner or spouse. • Inability to travel for work related projects. • Uncharacteristic changes physically, emotionally, performance, attendance, concentration, errors and general work life quality. 1.3.3 Managing Domestic Violence Issues in The Workplace One of the challenges of domestic and workplace violence is the possibility that the victim, not the offender, ends up being punished. A victim who is exhausted and overwhelmed by abuse may appear to be the disposable employee to the equally weary manager. Rather than supporting the victim, the “easy answer” is sometimes to terminate the victim from the company. Understandably, this could “solve” the problem, but it can also turn into something much more complicated legally, as this choice has potential liability considerations as well as ethical and perhaps even moral questions. Protecting employees from domestic violence and/or stalking at the workplace can be difficult because many abuse victims often remain silent out of shame, embarrassment, or sense of helplessness, and levels of legitimate fear. They may be afraid to share thinking it may cause more danger or keep silent thinking they are protecting others. Creating a management culture where an employee can feel safe and confidential if they seek assistance or protection can mean life or death in some situations. Victims of domestic violence may confide or provide signs to a

friend or safe coworker instead of managers. This isn’t necessarily good news for managers. While being very careful not to violate privacy or trust, you may be able to encourage disclosure in some confidential manner. Thus, you may help the victim but also may enhance the safety of others, including yourself. What you don’t want is a domestic violence event that leads to collateral damages that involve innocent bystanders. Although taking appropriate action seems very difficult to deal with, not doing so raises the risk for all. 1.3.4 What can you do as a manager? Start by doing your homework so you know what domestic violence is, the warning signs, and the real and legitimate threats to your workplace. Then, when dealing with someone you suspect may be a victim start with a deep breath, remain calm and collected, be supportive and nonjudgmental. Let the employee know you are more than willing to direct them to resources immediately, such as local shelters or safe houses, EAP, and other local organizations that specialize in the support of victims of domestic violence. Do not re-victimize the victim by assuming they are weak, ill-informed, or the “cause” of the violence. Domestic violence is a complicated pattern that requires professional assistance to unwind. You don’t need to “manage” it alone. Neither does the victim. You may find that you don’t believe the victim’s report. Nonetheless, you are obligated to take it seriously for the sake of others and the company. Certainly, there are people who make false claims, try to get others in trouble, lie, or have mental illness issues, who see danger where there is none. That isn’t your job to figure out. Your job is to manage the situation “as if” it is real and then move forward accordingly, with policy, intelligence, compassion, and the help of other professionals. Universities, which of course are also business concerns, have in recent years been the sites of significant numbers of violent incidents and are beginning to come to the table as partners in solutions. For example, Seattle police report that a 22-year-old woman suffered life-threatening injuries when she was attacked by her boyfriend, a fellow student at the University of Washington, in a university area apartment (Green, 2016). Federal law requires all postsecondary institutions that receive federal financial aid to report and monitor criminal offenses on their campuses. Each year, this self-reported data is published by the Department of Education to help colleges and their communities understand the safety challenges that they face. Law Street Campus Crime Rankings organizes reports by analyzing the most recent three years of this data to determine the average violent crime rate per 1,000 students for each school with available statistics (Rizzo, 2015). Here are other National Coalition Against Domestic Violence (NCADV) statistics on domestic violence at colleges and universities (Ullman, 2016): •

25% of female students experience sexual assault over the course of their college career.

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53% of victims of domestic violence were abused by a current or former boyfriend or girlfriend. 21% of college students report having experienced dating violence by a current partner. 32% of college students experienced dating violence by a previous partner. 13% of college women report they were forced to have sex by a dating partner. 60% of acquaintance rapes on college campuses occur in casual or steady dating relationships. 13% of college women report they have been stalked – nearly half of those were by a current or ex-boyfriend.

Virginia Commonwealth University’s Human Resources department (2016) has developed a clear image of the responsibility of management in the face of potential domestic violence. • • • • • • •

Be attentive and observe – Know the signs of domestic abuse. Document – Keep records of facts about job performance issues. Be straightforward yet thoughtful – Focus on specific aspects of performance. Stick to the facts about job performance; avoid diagnosing or judging. Be consistent – Follow the same procedures for all employees. Maintain confidentiality – All job performance issues should be discussed privately and only with those “who have a need to know.” Refer for assistance – Encourage employees with performance problems to seek help from university or community resources as appropriate. Follow up – Continue to assess and address performance issues more formally if needed.

The US Department of Labor also has outlined suggested responsibilities for managers and supervisors in the case of suspected Domestic Violence, which they call “domestic incidents that spill over into the workplace.” They offer that: Employees (including managers and supervisors) are responsible for: • • • • • •

Their own behavior by interacting responsibility with fellow employees, supervisors, and clients. Being familiar with department policy regarding workplace violence. Promptly reporting actual and/or potential acts of violence to appropriate authorities. Cooperating fully in investigations/assessments of allegations of workplace violence. Being familiar with the service provided by the Employee Assistance Program. Informing appropriate personnel about restraining or protective court orders related to domestic situations, so that assistance can be offered at the work site.

Managers and Supervisors are additionally responsible for: • • • • • • • •

Informing employees of the department’s workplace violence policy and program. Taking all reported incidents of workplace violence seriously. Investigating all acts of violence, threat, and similar disruptive behavior in a timely fashion and taking the necessary actions. Providing feedback to employees regarding the outcome of their reports regarding violent or potentially violent incidents. Requesting, where appropriate, assistance from functional area experts. Being cognizant of situations that have the potential to produce violent behavior and promptly addressing them with all concerned parties. Encouraging employees who show signs of stress or evidence of possible domestic violence to seek assistance, such as the Employee Assistance Program. Assuring, where needed, that employees have time and opportunity to attend training, e.g., conflict resolution, stress management, etc. (US Department of Labor, 2016). Case Study: A Manager Who Picked up on a Clue On a Monday, at a bank in the Southwest, the temperature was 86 degrees, and the air conditioning had been disrupted by a power outage over the weekend. Everyone was miserable in the office, and although the administration had promised a “short day,” moods were dark and tempers shorter than usual. The good news was the sense of “group misery” seemed to bring everyone together. A sense of “foxhole” buddies grew over the morning, and by lunch break, with good-humored joking and dark comedy moments. It almost seemed as if it would become a collective story of team-building survival. Karolyn, the department manager, was breathing a sigh of relief but became aware that Lizanne was not participating in the day. On a hot day, the young woman had on a turtleneck under a long-sleeved sweater and seemed to be wearing more makeup than usual. She didn’t joke or participate in the shared misery or the shared humor but stayed to herself. Karolyn was concerned because heat would have required anyone to take off the sweater, yet Lizanne was bundled up for winter. Since Lizanne was normally quiet and reserved, Karolyn decided to keep an eye on her as the day progressed and say nothing. As the heat and humidity of the day increased, Lizanne’s sweater became an overwhelmingly obvious warning sign of “something.” Meanwhile, Karolyn noted that Lizanne had received several phone calls from her partner that day, and after each one she went to the restroom. While Karolyn needed to figure out how to handle the situation compassionately, she didn’t set the employee apart by asking, but also, could not ignore the obvious signs of potential risk. Karolyn then remembered a recent meeting she had attended on the warning signs of domestic violence, and she thought of the pile of pamphlets in her office regarding the company’s employee assistance services. She decided to take the occasion to distribute them again. When she passed out the brochures to everyone, she gave a lighthearted introduction. She said, “Okay everyone, I know today has been ridiculous and everyone will probably quit by tomorrow – and I may be the first one in line!” She waited for laughter,

which was accompanied by a round of applause, and then added, “So here is another reminder that you have EAP benefits that are free. So before you quit or go home and kick your dog, call for an appointment.” As Karolyn handed out the brochures, she spent an extra moment with Lizanne and said, “Looks like you’re having a hard day. I just want you to know I’m here if I can be of any help.” Lizanne, looking down with tears in her eyes, said, “Thanks.” That was all that happened until a few months later, when Lizanne came to Karolyn’s office to let her know that she would be in the process of getting a divorce soon and needed some time off for court. Lizanne then thanked Karolyn for the EAP brochure a few months back. She shared no other details, but Karolyn was able to connect the dots.

1.3.5 The Cost of Domestic Violence to Businesses Managers generally are not privy to the day-by-day fiscal accounts of companies, and yet are accountable for the productivity of employees. Violence is expensive. And domestic violence is no different. According to Kimberly Amadeo (2016), domestic violence is expensive: The annual cost to victims of domestic abuse is about $8.8 billion, according to the National Institute of Justice. That’s because health-related costs of domestic abuse exceed $5.8 billion annually, $4.1 billion of which is for direct medical and mental health services. Even five years after the abuse ended, health care costs for women with a history of domestic abuse remain 20% higher than those for women with no history of abuse. Domestic abuse costs US businesses between $3-$5 billion annually in lost time, productivity and health care costs paid for by the employer. That’s because nearly all domestic abuse victims experience difficulty in the workplace, resulting in lost productivity and over 7.9 million paid workdays lost per year. For example, a wrongful death action against an employer who failed to respond to an employee’s risk of domestic abuse on the job cost the employer $850,000. As you are held responsible for your management domain, you need to be absolutely clear that even though you are supporting, being discerning, observing, and documenting, do not mistake the fact that you are ultimately also accountable for the costs of time loss, absenteeism, and all the various reasons people may become unproductive. Workplace violence is costly emotionally and fiscally. 1.4 Coping with Violence in the Workplace: Managers in the Crosshairs Managing means dealing, supervising, working, providing, treating, overseeing, administering, and coping with people. Managing does not mean controlling, fixing, saving, solving, manipulating, governing, or having command over people. Managing is a position that appears to have a sense of control, but that is a false sense. If you don’t know this, perhaps you are not mindful of your own sense of power and control. Perhaps you have some leftover personal drama related to unresolved “control issues.” If so, now is the time to seek a therapist, coach, or counselor to help you get that junk out of your way. There is no shame or blame involved in this

suggestion. I have seen too many managers who are still trying to resolve their unfinished family-of-origin business in the workplace right beside employees who are doing the same. They replicate and reenact their childhood frustrations and emancipation failures on their colleagues and managers. You do not have to be part of that subconscious drama. You are not the parent or guardian of these adult workers. You are their manager. And in the same sense, they are not your abusive or neglectful parents failing you again. If you take care of your own upsetting personal life situation, you will be way ahead of the game in the business of managing others. Simply stated, the more you try to control people the more they will not buy into your management style, especially if they haven’t done their inner personal retrospection either. 1.4.1 The Responsibility of Management In regard to workplace violence, what do you need to focus on in the face of a conflict that may (or may not) have the potential to turn into a workplace incident? You have to consider the big picture of the company along with the sometimes chaotic moment-by-moment, day-to-day ebb and flow of human responses and reactions. In no way is this an easy position, but you can start with a few basic questions when you stand up to manage a challenging situation: • What am I actually responsible for in this situation? • What is going wrong here? • What is going right here? • What are the possible ways to correct what is going wrong? • What are the possible way to affirm what is going right? • What is the action I need to take? • Do I need help? • Is this a familiar, acute problem that can be easily solved? • Is this an ongoing, chronic issue that needs more intention and assistance? • Do I feel threatened in any way and need to call 911 or security even if it feels bad? 1.4.2 Managers and Codependency Codependent relationships, generally speaking, are helping relationships where one person supports or enables another person’s addiction, dysfunction, immaturity, lack of responsibility, under-achievement, bad behavior, failures, abuses, or negativity. The codependent individual “depends” on another person to maintain their sense of importance, being needed, lack of personal power, low-self-esteem, fear, and being seen as a “nice guy” no matter what. In a healthy environment and situation, being helpful is wonderful. Loyalty is admired. Support is a gift. In an unhealthy environment or situation, the manager who refuses to make the tough calls and the adult decisions, give the powerful directions, provide the compassionate strengths, or maintain the independent awareness of true loyalty to both company and human wellbeing, is in a dangerous position. The unhealthy person may take full advantage of this weak spot and manipulate a situation. It is very, very difficult to call 911 on an employee. It is very painful to

make the call for termination or discipline. It is not easy to be the “bad guy” and separate yourself from the “troops” as you stand alone between administration and corporate demands and the bad or sad feelings of the line staff. However, that is what management is. It is that place between the rock and the hard place. And the absolute worst thing a manager can do for the rest of the staff and for the company is to be unaware of any co-dependent behaviors they haven’t worked through. Look at your codependency if: • You are working on someone else’s work goals more than your own. • You are babysitting an employee. • You are over encouraging someone who continues to not have an apparent growth curve. • You constantly boost someone who is behind schedule or not on task. • You make on-going excuses for someone not taking care of business. • You spend the majority of your time trying to build morale and don’t let capable people accomplish their work. • You ignore bad behaviors because you want to be seen as a “nice person.” • The deliverables are not on time and you give yet another pep talk or team meeting • You think you’d be better just “doing it yourself.” • When 4 out of 5 people on your team do the work. • You are afraid to employ discipline action for someone who truly needs it. • If you are exhausted from tolerating someone else’s behavior at work • If you are pushing someone constantly to get work done Case Study: Hidden Codependency Jannette had been with the company 27 years – in fact, her tenure was longer than most of the managers and executives. She had never been promoted to a senior position, but she knew everything, remembered everything, and, unfortunately, used this power to lord it over the entire staff. One day, Lois, Jannette’s manager, received an anonymous complaint that Jannette had racially harassed Abby, one of the new employees. Immediately, Lois felt uncomfortable from the racial issues and was reluctant to confront Jannette. However, when Lois finally felt obligated to do so, Jannette denied the event, began to weep, said that she had never been appreciated, and threatened to quit. To bolster up her defense, Jannette reminded Lois that she had always thought they were “friends.” Intimidated, Lois placated her, and assured her not to worry about it, and said to just let it go. In fact, Lois followed this up by praising Jannette’s work and her longevity, giving her good performance reviews, and telling Jannette that if she were to have any more difficulty with the new staff to let her know. By placing the blame on Abby, the alleged recipient of the racial harassment, Lois believed she had used her friendly management style to avoid conflict. Problem solved.

When Abby quit two weeks later, Lois breathed a sigh of relief that a weak employee had departed, that it had nothing to do with Jannette, and the unpleasant incident was in the past. However, two months after she quit, Abby made a formal complaint against Jannette and took it to an attorney. Not only was the company subject of a lawsuit, but Lois was the one who was fired when it was discovered from employee depositions that Abby’s complaint had not been the first incident of harassment that Lois had swept under the rug. At the end, Jannette managed to keep her job – she had a better attorney. Managers can be friendly but a strong and healthy manager is not a friend, they are the manager. Period. Codependency, untreated, can get worse over time. But it can be changed with some personal mindfulness work, sessions with your EAP, study and reading, go to a 12-Step Meeting, support groups or more. Many who have been “hardwired” as codependent are that way because it allowed them to survive a difficult childhood. But now you are an adult and can take charge of your own growth curve.

1.5 Best Practices for Managers Best practices are a combination of techniques, methods, experience, research, and commitment that lead to successful outcomes. It is a process by which it is believed, through experience and often measurable data, to provide the highest possibility for desired goals. Best practices are not intended to be fixed and rigid but rather fluid and ever changing as new information, failures, successes, and intentions move to create better and better, and therefore “best” solutions to projects as well as problems and issues addressed. Ideally management best practices are a balanced mixture of theories, science, art, personal style, principled protocols, tried and true means, and new and creative resources and education that enhance and inspire. Harold Kerzner, a recognized project management authority around the world, defined best practices to Mel Bost, (2010), as “Those processes, procedures or practices which a company or project applies to other similar situations because they have proved to be valuable or successful in the past and they can be assumed to be successful again in the future.” What are the best practices that apply to workplace violence? Because the issue of violence is so unpredictable, there will always be new variables to consider, which is why you must be on top of your game to study and know the standards of practice, many of which are offered here. You must also add your style, creativity, research, and mindful awareness to the topic to hear what is new “tomorrow” after the next incident somewhere. What did they learn? How can you add it to your policy? How can you teach people what you have learned? Do you have memos that go out via email “to all,” a bulletin board, a staff meeting? You could add an open three-minute sharing time for new ideas for safety as part of a staff meeting to initiate company buy on for peaceful worksites. Get creative. Find new ways to discuss the topic. Best management practice before 2001 did not include teaching people massive evacuation skills for employees in skyscrapers if a plane flew into it. Now, sadly, it does. A year or so ago, elementary schools did not teach children to run to the bathroom and stand on the toilet if a shooter came in their class room. Now, sadly, they do. Do people in prayer groups now need to lock their doors to protect

themselves from shooters? Do people who work at malls need new skills for the random rampaging psychopath? Best practices have recently required a significant upgrade. I repeat, paranoia is not a best practice. However, assuming your company is safe and clear 100% isn’t best practice either. Managing first your own feelings about this, take stock and buckle down to do the due diligence of being the manager who practices best practices. Here are some basic best practices to start your own personal collection of ideas, resources, thoughts, methods, and wisdoms. Make your own notebook as if you were taking a college course, buy dividers, purchase a new pen – or start a special file on your computer – and start your own “Best Practices 101” collection, and hope, like the rest of us, that you won’t have a “pop quiz” by having to use any of the information at your worksite. 1.5.1 Reality vs Denial Accept the fact that violence in the workplace happens. Will it happen in your company? Who knows? But to deny the existence of the potential is akin to saying there is no possibility that your company will ever have a fire. Denial is the killer. Why? Because, for example in an Active Shooter event, 2-3 seconds false response can make the difference between life or death. Don’t be the manager who denies reality. Teach others to stand up to the reality and then hide-or-runlike-hell-if-needed. 1.5.2 Resistance and Avoidance Another aspect of denial is the tendency to resist and avoid a topic that is distasteful. I totally understand. This is absolutely the least charming topic to write about as well. But it is critical to have it in your toolkit, because even if you are safe from violence at work or home, unless you never go to a mall, theater, church, sports event, or airport, you need to have a percentage of your consciousness aware of the potential. The least you need to do is seek exits when you enter any facility. The most you need to do is be fully aware of your choices. 1.5.3 Your Life Managing is tough work. Preparing yourself and your colleagues for violence prevention and survival can add an extra burden. You must do what you can to avoid burnout as well as avoiding becoming a victim of violence. Start a fierce and extreme self-care well-being practice for yourself, so you can stay in the game. You matter too, and people will turn to you for support in an emergency. Lifeguards do not jump into shark-filled water without a lot of tools and support and training. That is your task, to become safe by your own knowledge base and skill set. And you have to be at the top of your game, or there is no game. Self-care is not optional for managers.

1.5.4 Target A deeply disturbing reality is that some violent people focus on managers and supervisors as the “source of blame” and scapegoat them. You take care of countless people, but you need to take care of you as well. Choose your exits, make your own emergency plan, and then teach others. 1.5.5 CEOs set the tone Certainly, as management you have some power and authority, but you don’t set the tone or run the show. However, you are in the field and on the ground and you run the day-to-day. And if you find yourself at some sort of “ground zero,” you want to know as much as possible for resilient recovery for yourself and your people. 1.5.6 Become Very Clear Be 100% aware of your legal position and expectations from and by your company in the case of a violent event: •

•

Know your Duty to Warn: “Duty to Warn” is a legal requirement to report violence, or threats of violence, mandated, by law, to call professional agencies to report even a suspicion of threat risks. Perhaps you are not bound by a legal obligation in the same way mandatory reporters are, such as counselors, physicians, social workers, and the like, but perhaps your company does have an expectation or ethical code to warn. You need to know because although only mandated reporters (people who have regular contact with vulnerable people and are legally required to report when abuse is observed or suspected) have a clear path of “duty to warn” by legal definition, it is important to know your position in your company, and perhaps your own code of ethics. Liability for not warning can be devastating, especially if you find yourself out on a limb with no legal support. Duty to warn does not make it any easier to warn someone, to spell it out, to make a 911 call, to stand up to something that you may not feel safe about yourself. This is where the unresolved co-dependent manager fails because they “don’t want to make a mistake.” Understandable. But what I tell people is this: “It is better to make a mistake and warn someone that they are at risk than read your name in a headline or on a legal document.” You can say something like, “This is hard for me to share, because I am not 100% sure of all the details, but I feel strongly that it is my duty to warn you that ________________. Can I be of any help to get you resources, just in case?” Know your real and actual responsibilities: There is a difference between what you want to do, what you feel a need or desire to do, and what your “real” responsibilities are in a company. Do not hesitate to get it in writing. If a violent incident occurs, you need to have a clear understanding of what you will be held to legally. There will be lawsuits. You will want to know what your position is. Will your company support you or leave you hanging out on a limb? Will you have legal representation paid by the company or will you have to come up with the money to defend yourself and your actions?

•

Know Your Legal Requirements: Under the General Duty Clause, Section 5(a)(1) of the Occupational Safety and Health Act (OSHA) of 1970, (2016 OSHA updated 2004) employers are required to provide their employees with a place of employment that “…is free from recognizable hazards that are causing or likely to cause death or serious harm to employees.” The courts have interpreted OSHA’s general duty clause to mean that an employer has a legal obligation to provide a workplace free of conditions or activities that either the employer or industry recognizes as hazardous and that cause, or are likely to cause, death or serious physical harm to employees when there is a feasible method to abate the hazard. An employer that has experienced acts of workplace violence, or becomes aware of threats, intimidation, or other indicators showing that the potential for violence in the workplace exists, would be on notice of the risk of workplace violence and should implement a workplace violence prevention program combined with engineering controls, administrative controls, and training. More Notes for Your Best Practice Notebook •

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Start with a positive attitude that suggests that sometimes, a small conflict crunch can lead to new ideas, art, creative design, better products, inspiration and teambuilding. And so dedicate yourself to providing a fair and harmonious work environment where a first level conflict that may just be a disagreement of opinion, may not be a negative. Remember, violence doesn’t usually just emerge from nowhere. Perhaps someone has an idea that sounds weird, but you can listen to it, acknowledge it, and say you’ll take it under advisement. If that isn’t enough of a respectful response, you may be dealing with something else. In medicine, the first best intervention is to “do nothing but listen.” This works for managers also. A dangerous eruption of violence does not allow for respectful responses and negotiation; it calls for 911. But not every “crunch” is a violent event. Take a breath, evaluate, and then respond to the correct level of the moment. If it is dangerous, run, hide, and follow safety protocols immediately. If it is just crunchy, perhaps you can make one effort to see if it dissolves. Some hot air does. You are in the field and on the ground in the moment, you need to decide. It is always better to get safe than be sorry. Become an expert in conflict resolution skills, not just someone who takes a one weekend workshop. Demand, work for, strive, and advocate for strong policies and procedures you can count on. Evaluate ardently your hiring, firing, and grievance system and learn how to be profoundly efficient in managing human emotions of grief, anger, fear and loss. Encourage the use of EAP as well as other local resources. Upgrade your skill set and capacity to recognize trouble before it happens without seeing something that isn’t there. Don’t under-react or over-react to conflict situations that come up; Respond. Have a crisis and emergency plan that considers the full range of risks, no matter how unlikely they may seem today. Have open and generous relationships with security personnel, including them in trainings. Have senior management, administrators, CEOs, owner, and other major stakeholders involved in workplace violence issues, trainings, policy-making, and procedures.

• •

Have all involved with the topic at all levels, all the time. Evaluate workplace access and security-controlled entrances and exits and determine ongoing environmental or structural issues that may be part of your company dynamic.

1.6 Managing: What do you need to Master You have to start working on preparing yourself and others for the risks associated with workplace violence, to understand that it is 100% unpredictable. The difference is in the nuance of awareness where you prepare for the “possible” while at the same time acknowledging the fact it isn’t “probable” that you will need to deal with a high-level catastrophic event. More likely you will need to deal with human emotions, conflict, personalities, the everyday stressors of life and the unexpected events of life that can throw even healthy people off balance. 1.6.1 Human Factors Workplace violence is an equal opportunity problem that can land in the middle of healthy or unhealthy people alike. What you can do as manager is 1) make sure your tools are in place and 2) help everyone get tools that work under regular and potentially “abnormal” situations. I like to use the quick assessment tool template in Table 1-1 when I am doing a very quick assessment of what I’m dealing with in the moment. You can use it for workplace violence considerations also. Table 1-2, the quick assessment tool example, shows how the tool can be configured for particular situations. Most healthy people have tools to deal with their problems, even the abnormal ones that cause great duress. Unhealthy people generally have fewer tools to deal with their regular life stressors, let alone big ticket items that may throw them for a loop on any given day. Table 1-1. Quick Assessment Tool Template The Normal Problems of The Abnormal Problems Healthy Employees of Healthy Employees The Normal Problems of Unhealthy Employees

The Abnormal Problems of Unhealthy Employees

Table 1-2. Quick Assessment Tool Example The Normal Problems of Healthy Employees The employee comes and shares: They have sick kids at home and why they were a few minutes late 3 days in a row. Reasonable car trouble and their plan to get repairs or support. In other words: Life Happens and gets in the way and they manage it quickly. Management Response: support. The Normal Problems of Unhealthy Employees An employee that is not a stellar worker, and may already be on your radar: Has sick kids. Has car trouble. In other words: Life Happens and gets in the way and some people have a hard time handling regular stuff, much less extra stuff. Management response: support, reminder of EAP services, review of work responsibilities, policies, procedures, and performance adjustment reminders as needed, perhaps lowlevel warning or remediation as needed.

The Abnormal Problems of Healthy Employees The employee comes and shares: The sudden death of a loved one A car accident, or sudden illness. In other words: Life happens and sometimes it is harsher than other times and they manage it reasonably. Management Response: support, perhaps remind employee of EAP or other services available. The Abnormal Problems of Unhealthy Employees An employee that is not a stellar worker and may already be on your radar, may have had previous remediation, grievances, or discipline Has a sudden death, illness or an accident. In other words: Even though life happens to all of us, the unhealthy employee may find or use the more difficult life issues as gateway to failure, lower performance, absenteeism, or other work related issues due to their incapacity to manage even daily life challenges and expect exceptions to rules, policies, procedures. Management response: support, reminder of EAP services, review of work responsibilities, policies, procedures, and performance adjustment reminders as needed, perhaps lowlevel warning or higher if work performance or behavior is deteriorating over a reasonable period of time or evolving into more negative that are influencing others or performance requirements.

There are many, many tools you can master to be prepared for the unexpected, unpredictable, unimaginable, unthinkable, unlikely violent event. You have the power and authority to offer as many as you can, as often as you can. Start with what you can control and what you cannot. You cannot “control” the choices of others. You can manage them however with the right attitude and the proper tools. 1.6.2 Management vs Power vs Control vs Violence Violence is an action that is trying to “force a solution through power and control.” Because managers have a level of power and authority, it is essential they understand their role in facing the power, or lack of power, of others in the company. Remember, a violent act is a display of some kind of communication and, in essence, is a statement of “power and control.” Management doesn’t control, it manages. Brian P. Dunleavy, a sportswriter, has seen the play of power in major sports organizations and how athletes deal well or not well with their fame and fortune. He said, “Violence in the workplace has a lot more to do with power and manipulation of that power” (2008). Here are some nuances for you to start using in your management tool kit.  Control: an attempt to limit, restrict, stop, or remove the expression of something.  Force: a movement that projects a certain amount of power in one place in relationship to another place.  Power: arises from a position that carries a motive.  Management: organizing, handling, using, or creating a process for something. 1.6.3 Learn All the Rules, Laws, Guidelines, Policies, Procedures Many companies have policies and procedures, guidelines, ethics and suggestions. Some industries have rules, laws and are bound to those to such a degree that you are well advised to know your rights, the rights of your employees, and that of your company and industry. Violence is a crime. There are legal issues to consider at all levels of criminal behaviors and you need to know every detail in order to protect yourself, your staff, and your company. Ask your employer for clear guidance on your legal rights and responsibilities. Then practice communicating guidance to everyone equally. If everyone is on the same page, the possibility for misunderstanding and resentment decreases. 1.6.4 Develop and Fiercely Protect a Self-Care Practice You take care of a lot of people. You need to take care of you too. As I have written before, “take your own pulse first” and of course, “put on your oxygen mask before you try to help others.” Dr. Kevin Kawamoto, a former faculty member at the University of Washington, and affiliated with the Dart Center for Journalism and Trauma, knows how self-care can set the tone in a workplace. “When people feel weighted down by the burdens of life inside or outside of the workplace, there is a tendency to ignore living healthily. We may eat too much fast food, not pay

attention to our bodies, view events from an unhelpful perspective, and forget to build fun and humor into our day. A workplace that values self-care helps build awareness among its employees that self-care is essential to maintaining the vitality of mind, soul and body” (2008). So, start with yourself. If you model excellent self-care, it can only add to the improving culture of your workplace. Find something that works for you: Try tai chi, mindful practice, yoga, prayer, meditation, walking, art making, origami, a well-being or wellness initiative, breathing exercises, contemplation, Zen, or whatever you like. But the point is that this self-care practice is your daily medicine to stay healthy. You design the practice and the dosage you need to sustain your well-being. But if you miss a dose, what would the risk be to your ongoing ability to manage your life and those who depend on you? As someone with diabetes requires their insulin, it isn’t negotiable, a healthy manager has a strong self-care practice and is fiercely protective of it. • Educate Yourself First o Study the real issues of violence to know legitimate statistics and real risks. o Become aware and proactive regarding issues of domestic violence. o Stay current: read, study, learn, grow. •

Model a Respectful Worksite o Lose your ego. o Treat all with dignity. o Be aware of strengths and limitations.

1.6.5 Become Proactive about Violence Prevention Proactive means doing, responding not just reacting. Consider these statements and the action verbs. Action verbs equal doing something and not just thinking about it. Preparation for workplace violence risk is not an intellectual exercise.  Address anger before resentment grows.  Allow safe grievances.            

Anticipate all possibilities. Avoid hesitation. Demonstrate respect. Encourage a collaboration and problem solving. Follow that processes that have already been designed. Identify workplace problems before they escalate. Increase communication. Know and increase your resources. Model meaningfulness. Plan well. Provide clear and articulate processes for all. Arrange opportunities for everyone to learn.

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Recognize disparity in all workplace domains. Report and document, document and report. Respond quickly, call 911. See more options. Require collective responsibility for prevention. Share your knowledge with all to create a new culture of meaning. Study the financial risks of workplace violence. Take violence seriously without becoming paranoid. Train people in non-violent methodologies.

1.6.6 Learn Different and Important Communication Skills Mike Cobb, Captain of the Richland, Washington Police Department, told me that the number one requirement to run a peaceful business was good communication skills. “You can’t control the behaviors of others, but you can control your own. Practice word usage. Many times you can de-escalate a tough situation with words. I wouldn’t hesitate to use force if necessary, because words will not solve everything. This is itself a dangerous trap, but if you get your ego out of the way, words can often take care of very difficult situations” (Cobb, M., personal interview, 2008). A. Yes, no, maybe: In a safe world, we can hem and haw, be vague, ambiguous, elusive, unclear, fuzzy, distracted, or wishy-washy. In a world of risk, we need to be the opposite, clear, concise, and to the point. It is important to understand the following words may have very different meanings to someone who is in a violent cycle: • • •

Yes: may mean Yes or Maybe or No. Maybe: may mean Yes or No or Maybe. No: may mean Yes Maybe or No.

Make certain you know what your mean precisely. Then, calmly ask the person you are speaking with to share with you what they heard. Then document it. People who are escalating their violence may be in somewhat of an altered mental state, disassociating, or planning and may need to gently (very gently) be brought back to the moment. If they are already acting out, it is too late. Seek help immediately. Do not try to negotiate with someone who is acting out violently. Do not try to deal with it alone. Do not try to fix or force a solution. Get safe first.

B. The Karpman Triangle: this critically acclaimed communication skill can stop violence before it starts. Karpman’s drama triangle is a model for communication drawn from the psychological theory of transactional analysis (TA) by Stephen Karpman in 1968. It can be used to look at human interaction like a game with three players. The three roles in the drama triangle are victim, persecutor, and rescuer – taking on any of these roles is a dangerous position. As the

roles shift quickly from one to another, anyone playing this game will be caught in a veritable unending spiral of emotional conflict because as the game is played, no one wins. The roles are exchanged and repeated in a vicious cycle of exchange that moves each player into the other role to maintain the game. As the game continues, the victim attacks the persecutor for “crimes” and thus now becomes the persecutor through the use of blaming. The persecutor now is the victim. The rescuer may step in to offer assistance to the victim, which threatens the persecutor, who is now the victim by way of the rescuer. The victim may join the rescuer and both may now attack the persecutor, who becomes the victim by the attack and uses it to justify another attack or to hook another rescuer and the game continues until someone steps out of the cycle and becomes a non-player (Karpman, 1968). B. Listen beyond the ears: Technically, listening is an activity associated with ears and hearing. Apparently, that didn’t stop Helen Keller, deaf and blind from birth, from hearing the universe. Keller, one of the most fascinating and successful women of this century “heard” on levels beyond the physical that most of us ignore. Real listening is mindfulness. Mindful listening employs an intention of hearing more than sound and hears meaning, intent, feelings, and nuances. True hearing demands empathy. The mindful listener hears in order to bring their own presence into the moment. To listen with physical ears is one thing. To listen with mindfulness is quite another. This is truly hearing! A truly proactive manager learns how to listen in ways that hear what is being said, and what is not being said. C. Non-confrontational approach: When seeking information about a report of a threat or a possibly violent or pre-violent situation, do your best to not add to the energy of the threat. Remain Calm: Keep your voice level and monitor your body language and posture. Be responsive but not reactionary when at all possible. Direct Questions: Can be more threatening • Who told you about the threat? • What did you see or hear? • When did you notice anything? • What else was going on? • Where were you? Non-Direct Questions: Tend to feel safer and provide more room for responses • What led you to share this? • What made this an important situation for you? • Has this happened before? • What was your reaction to this situation? • What seemed to be going on? • Can you summarize what happened?

D. Increase your self-care and coping strategies to a hostile situation: Remember you will be under duress and just do your best to remain calm so you don’t add to the energy of the moment. E. How to Manage Threats • Manage the situation by not responding in kind. • Stay calm. • Listen attentively. • Maintain eye contact. • Lower voice tone. • Be courteous. • Be patient. • If behavior escalates, signal a coworker you need help. • If issue escalates: Have Someone Call Security Or 911. Do Not Make the Call Yourself. • Step Away and Quietly Ask Someone to Call for Help. F. Managing Threats if a Weapon is Involved • Stall for time if you can with calm mannerisms. • Keep talking but follow instructions from the person with the weapon. • Do not risk harm to yourself or others, don’t try to be a hero. • Never try to grab the weapon. • Watch for a safe chance to escape. • Increase physical distance if possible. G. Managing Telephone Threats You should have a phone threat checklist at your desk. Remain calm, do your best. If the threat is a bomb, or other potential act of violence, make notes and follow your company policy. Generally speaking, most states have established clear telephone harassment guidelines. Josh Tatum, (2008), developed an organized list of state-by-state guidelines that can be found at http://www.firstamendmentcenter.org/telephone-harassment-statutes. Whenever possible, if a telephone threat, note the following: • Telephone number where the call was received. • Exact time call was received. • Caller's sex, name, telephone number, and where calling from. • Details regarding caller’s voice (calm, excited, disguised, accent, etc.). • Caller's estimated age (as determined by voice). • Background noise, if any.

If a call involves a bomb threat, also ask the following: • • • • • • •

When will the bomb explode? Where is the bomb? What does it look like? What kind of bomb is it? Why did you place the bomb? Notify Supervisor; Security Guard/Local Law Enforcement, FBI. Evacuate the area (US Department of Labor, 2016).

If you believe that you have an imminent dangerous situation, call 911, Security, or local emergency response facility immediately. Do not hesitate to call for help. Call for backup. Call 911. Police Captain Mike Cobb said, “Wise and aged warriors use backup” (Cobb, M. personal interview, 2008). It is not weakness to call in help. Unless you have superpowers from another planet, you are not bulletproof.

1.6.7 Create a New Culture of Non-Violence Reality and fantasy media productions have taken a giant leap toward extreme risk taking as the normal behavior of human beings. Due to instant communication, this is unprecedented in history. There has always been violence. But it wasn’t in our faces 24/7/365 and in our hand-held devices during lunch hour. Dave Mitchell, General Partner of Employee Assistance of the Pacific, Hawaii, says his work with hundreds of companies is in “Addressing the entire range of workplace violence across all businesses, from horrific mass casualties that make headlines to the day-to-day non-verbal snubs, juicy gossip, or under-the-radar discrimination that impacts employees and their families.” (Mitchell, D., personal interview, 2016). He went on to explain how he considers violent sports playoff games, graphically brutal video games, gory zombie shows, newscasters, and the internet with instant views of shootings and murders and crimes and heinous actions in live-time, reality TV, home and YouTube videos which encourage viewers to see violent pranks as funny, and so much more have become the culture we live in. Managers do have some influence over the frequency, vibration, tone, atmosphere, ambiance, and environment within the workplace. Your challenge is to take that influence and direct it away from violence and toward proactive peacemaking, calm, productive, measured, responsive sanity the best you can. Start with your own energy and do your mindfulness practices to remain calm and centered. You may feel as if you are trying to fill up the Grand Canyon with a thimble full of mindfulness, but science has supported the notion that minds can be changed.

Neuroplasticity is a word that is used to describe the mind's ability to change the brain. Neuroplasticity refers to the potential that the brain has to reorganize by creating new neural pathways to adapt as needed. Think of the neurological changes being made in the brain as the brain's way of tuning itself to meet needs. If people need to be peaceful to keep their jobs, science suggests that their brains will adapt to that requirement. As the manager, you need to reinforce a consistent message about the value of peace in the workplace as: • Pleasant. • Safe. • A value added aspect making employees more valuable and therefore at less risk for job loss. • Cost effective to the company. • Healthier physically. • Incentivized. Yes, you can create an incentive. If you have no budget, you can at least put a sign up like construction companies that say, “429 days of peaceful worksite.” Or a photo of someone who has provided a good idea for self-care, well-being, peace, mindfulness, or other positive aspect during a staff meeting. You can bring in a speaker or do a team-building event. Get creative and let people know at least you care about their safety and ability to work in a culture that supports collective protection and positive welfare. You can set the tone. Make it smart and educational, or make it fun and whimsical. It’s up to you as a manager. But to balance out the information about the horrors of workplace violence, it is important that you offer the alternative in a format that is acceptable to your staff. Here are some serious ideas to start changing your work culture one-day-at-a-time. Remember, a culture does not shift overnight: take your time, make a plan, implement your plan, and remain committed to a peaceful worksite: • Inform all employees that workplace violence is not acceptable for your company. • Remember that a little kindness goes a very long way. • Bring your best game to the field and encourage others to do the same, show them how. • Change the tone “work is a drudge” to “work is an opportunity for self-growth and meaning.” • Create a safe environment and process for complaints, forbid retaliation for reporting. • Don’t play favorites. • Educate employees equally cross strata, top down and bottom up, everyone. • Encourage creativity. • Guarantee and perform equal responses to any improper behavior. • Hold all accountable for a non-violent workplace. • Reflect equal courtesy, fairness, respect, dignity, gratitude, and thoughtfulness. • Regularly increase and update cross cultural sensitivity and diversity training. • Require a full cultural commitment to non-violence and a respectful worksite upon hiring.

• •

Provide an atmosphere and support for appropriate workplace ventilation. Teach non-violent problem solving skills to all strata of employees.

Here are some other “lighter” ideas to start changing the culture: • Create a “peace ideas” bulletin board, give everyone post-it notes and tell them that they can post their peace ideas on the board. • Offer a prize for who can make the best “no-violence-allowed” poster. • Practice an evacuation drill, and have everyone do an anonymous vote on who did it the best. • Provide a sheet of paper with everyone’s name on it. Everyone needs to write a nice word or sentence about each one. Pass out the papers when done or put them up on the wall or bulletin board. Make certain everyone has identical pens or pencils and such to keep it anonymous. • Have a role-playing event to teach non-violent communication. • Start a reading club of books about peacemaking or non-violence at work. • Have an art-session and show employees that art making is good for well-being. • Provide a humorous speaker to speak on non-violence. • Have a contest on who can find the most cartoons that represent peace and non-violence at work. • Have a no-violence-at-work potluck once a month. 1.6.7.1 Train Everyone: Participatory Democracy Without collective buy-on to the intention of having a non-violent workplace, your company or group might have weak spots. Weak spots are often the primary targets for bullies, abusers, and otherwise violent people. Dr. Alberto L’Abate, a global peacemaker associated with countless international peacemaking initiatives through the UN and World Health Organization, stated during an interview, “It is essential to take workplace violence seriously, and then try to reach a participatory democracy which reaches the power of all. In working in organizations in the United States and Canada, I have also found that unless everyone gets all of the same training, there are loose ends, or pockets where neglected education can become a petri dish for dissidence. Just like an antibiotic needs to be taken for the full course of treatment to disempower all toxic bacteria, we know a quick fix doesn’t do it because the disease comes back more virulent and now immune. A system-wide training is essential to keep the organization healthy. Participatory democracy makes everyone a stakeholder. Or they need to go elsewhere” (L’Abate, A., personal interview, 2008). Companies, and individuals who make up companies, need to truly understand at a core level what leads to violence, and what relieves the risks. Just hoping people will be “nice” is not an intervention or strategy. Directly after I responded to a massive national disaster, I attended a meeting with top level local emergency responders. I was stunned when they stated their resistance to “bothering people with training” because they were sure their local people would

act calmly in an emergency. Quite honestly, I was speechless. I shared with them that I had just returned from a national disaster and had witnessed “nice” people acting in a variety of ways, from calm to completely temporarily psychotic in the face of terror and extreme duress. I cautioned that there was no predicting human behavior under fear of violence. I also suggested they plan for a full range of behaviors, from calm to out of control, in order to be ready to manage all possible contingencies. My mental health expertise as well as my direct experience in the field was quite simply ignored. Prior to my response in the field, I had been sitting at the “big table” with firefighters, law enforcement, and top level emergency management. What I had shared in previous meetings had been regarded due to my expertise. Disturbingly enough, when I returned from an actual event, I was now a pariah. They were the “experts on paper.” It seemed to be an uphill battle because they clearly still only wanted to deal with theoretical situations. Managers can sometimes find themselves in a similar position. If so, documentation may be your only friend. That doesn’t mean you stop trying to educate people, especially yourself. Education for all is a necessary component of emergency management, violence preparation, and working with other human beings. One portion of that should be providing education and training in mediation, dispute management, and conflict resolution techniques which although no guarantee to prevention can act as a deterrent to violence. According to Darin T. Allen, JD, a participant in the National Arbitration Forum in Minneapolis, MN, “Dispute management skills are valuable to all individuals regardless of work, home, or community environment. In fact, dispute resolution skills are critical regardless of age, race, or gender. Knowing how to identify and resolve conflict is important increasing and managing expectations and in working toward mutually beneficial outcomes.” When asked to elaborate, he added, “Sharing dispute resolution information and techniques across all levels of any organization builds a culture of trust, establishes positive morale, and encourages productivity” (Allen, D., personal interview, 2008). Resiliency Tips to Model Changing the Culture to a More Mindful Workplace Today If you aren’t part of the solution, you may be part of the problem. Review your own thinking about conflict, power, control, and authority. If you find you have some fear or energy about dealing with conflict, find out more about yourself and your personal power. You are a manager, but you cannot “control” the choices of others. Make your own choice to be a peace warrior. Start with a deep breath and rise above your own limitations. 1. When facing any challenge first take a deep breath, count to 5 inhale, count to 5 exhale, before speaking. A great Aikido master said that you can approach any opponent with any of the following: Be strong as a diamond, flexible as a willow, smooth as water, or empty as space. 2. Do a 10- second-water-cooler-relaxation-technique: As you are walking to get a glass of water (Stay hydrated) relax the 10 major locations we hold stress: forehead, jaw, tongue, neck, shoulders, elbows, wrists, hips, knees, ankles. No one will see you do this if you do it silently and subtly as you are walking. Count 1: forehead, 2: jaw, 3: tongue, 4: neck, 5: shoulders, 6: elbows, 7: wrists, 8: hips, 9: knees, 10: ankles. Take a breath, done.

3. Do you have a mindfulness practice? Mindfulness involves both concentration (a form of meditation) and acceptance. Deliberately pay attention to thoughts and sensations without judgment. You may do this with music, artmaking, prayer, meditation, walking, or countless other methods. The important thing is to find your path to mindfulness for self-care as well as modeling this for your staff. Such resiliency practices are more than survival techniques; they are methods to stay in the game when others fall. You are the manager – you need to learn to manage yourself first. 4. Use your lunch or break time to go outdoors or at least look out a window for a few moments and remember you are part of life on earth and not just a manager. There is a Zen exercise that suggests you look at a tree, and then look at where the tree is not. This kind of short exercise can remind you that you are made up of matter and space and that the space is the empty part. This is where you can relax and take the moment to do the “next right thing.” In quantum physics it is know that the universe is made up of particles and waves and the space or “pause” between. The particle is the non-moving part, the wave is in motion. Like the sea, you have tides between high and low and inbetween (called slack tide). Become the flow more than the obstacle you may be dealing with in the moment. 5. Purchase a support book on mindfulness, art, poetry, resiliency, self-care, spiritual or religious topics, healing, self-help, or whatever kind of a book that will make you feel absolutely wonderful when you open it up. Nothing too intellectual or informative…just something of beauty. Now…… Tear out one page. (You bought it, it’s yours, you can do what you like with it) Take that page to work, in your pocket, purse, backpack, or whatever. On breaks, read a bit of it, one sentence or a little more. Meditate on the loveliness of it. Over time, you can tear out the next page and repeat the practice. Eventually you will have read the book and used it as a form of mindfulness practice. If you like you can take the pages and put them in a binder one at a time, or create a collage, or save them. Or you can fold them into paper airplanes or origami and let them become something else. It’s yours, do what you like. 6. How is your self-care practice? It is growing? Are you practicing it daily? Do you protect your self-care practice with fierce devotion? You need physical, mental, emotional and spiritual well-being tools to be a good manager. To be a great manager you need to have lots of tools in each one of these critical areas to keep you safe, sane, serene and supportive of others. 7. On a break take a piece of paper and doodle. Do not make a picture or try to draw anything specific. Just doodle. Research has shown that just putting a pencil or pen or color crayon on paper every day, without any need to make anything specific, increases not only your emotional well-being, but has a positive influence on your immune system. Art making is an amazing tool to add to your self-care, resiliency, and well-being practice. Add poetry, dance, music, scribbling, drawing, collage, fabric work, or any other art making to your daily regime and you will be amazed at how it helps you every single day. Add an artmaking workshop to your team building and see what happens. 8. Pick a time to let your mind wander. Set a timer for 1 or 2 or more minutes if you can. Look out the window. Sit on a bench outside. Roll your chair away from your desk a few inches and look at the ceiling. Close your door and sit in a different chair than your usual one. Turn your brain off and give it a chance to cool down. 9. Before you come to work take a magic marker or felt pen (don’t use an erasable ink because it will stain your socks or shoes) and write positive affirmations or a loving message on the bottoms of your feet. No one will see them. Write something like “I am

amazing,” “Peace is mine,” “Life is Good,” a drawing of a flower or heart,” or something else that is meaningful to you and very upbeat. Then spend the entire day “standing” on your truth. 10. While in the restroom alone, smile in the mirror even if you don’t feel like it. There is science that has revealed this will give your brain a message of hope even if you don’t feel it. Take the moment and then when you re-enter your work area, smile at yourself inside because you know you looked totally ridiculous doing that, right? Yes, you took a smile break. Good job. Now, get back to work and know that you are not your job… you are your sacred, amazing, wonderful, self that brings peace and joy and the capacity to be better each day, to the workplace.

1.7 Managing: Administrative Factors As you continue to increase your education you come to terms with knowing that violence is neither 100% preventable nor 100% predictable. Violence at all levels, small to large, can happen without any apparent warning, be unimaginable in scope, and thereby take everyone by surprise. Even the most educated and proactive nonviolent culture can be the target of a stranger or someone who has lost their sense of reason. That being said, there is much you can do. Advocate and participate in the creation, management, and renewals of policies and procedures, formal and informal, to help yourself and your employees be as “ready as possible” for the unthinkable, planning for the worst and hoping and expecting the best. This is fire extinguisher behavior, not paranoia. While it is true that the majority of people are not violent by nature and that the statistics, although daunting on a newsworthy level, do not reflect most people’s experience at the worksite or in life, it still behooves us all to be alert, to check the exits in the theater, to know where your companions are, to have an emergency plan, to have 911 programed in your phone or your mind. Some of the most shockingly horrifying examples of workplace violence have come to small companies that never in a million years expected to make the national news that day. Learning to manage workplace violence has to start someplace and it may be starting with you. Perhaps you already think you have had enough on this topic, taken workshops, read the books and flyers, and watched the DVD provided you by your company. So, do you give yourself an A+ in preparation and management skills? If you do, you rock. Now go for the “extra credit” grade or the graduate level. If you haven’t gotten that confidence, and I don’t know anyone on the planet who should be that confident, you can start working on your overall GPA today. The following checklist is a place to start. What have you already gotten in place and what are you missing? Give yourself a letter Grade for each space on the chart. (A+, A-, A, B+, B, B-, C+, C, C-, D+, D, D-, F.) Figure out your Violence Prevention GPA. If you get an A then make sure you work for the A+ and bring everyone up to your level of understanding. Nobody gets to have all the knowledge anymore, because it’s “all of us or none of us” in the realm of preparation for workplace violence. If you think you are getting an A and aren’t passing on your information so that everyone is getting the

same A…you are getting an F…because you are failing preparing for the safety of others. If you get a B, good job, now raise it a bit to get that A. Any grade below a B- suggests that you can work just a little more on it to get that A. Giving yourself a C or below should start you thinking you need to ramp up your skills for risk prevention. Take your time, this isn’t a final grade, or even a pop quiz. In fact, it is only an opportunity. If you aren’t in a violent situation at this very moment, you have an opportunity to become fluent in the topic so you can speak to others on this difficult and ugly subject. Table 1-3 shows is a simple and gentle way for you to do a selfassessment of your readiness and awareness of workplace violence. Through this selfassessment, your goal is to be inspired and encouraged to learn more and more on the topic of workplace violence and peacemaking in order to be on the forefront of changing your workplace culture to the absolute best of your ability within the framework of what you can do as a manager in your company. If you are hindered by protocols and policies, make the effort to study on your own in order to have a mindful management practice that serves you and your ongoing wellbeing – even if no one else notices! Table 1-3. Self-Assessment of Readiness and Awareness Grade Today

Prevention Tasks Able and willing to communicate and understand policies on workplace violence Completed a comprehensive risk analysis Well-constructed formal plans with equally comprehensive backup plans for emergencies Smartly crafted, regularly updated, and comprehensive local, state, and national resource chains An environment where it is safe to call 911 and a smart equal-to-all policy to regulate false alarms Custom-designed workplace violence policies because there is no one-size-fits all You communicate that horseplay, teasing, and bullying are not part of the order of your company You document and report everything that may be a threat, small to large You manage and practice system-wide emergency drills and revise, rehearse all plans, policies, procedures on a regular basis Educate everyone about everything using a system-wide approach to non-violence Guarantee no punitive consequences for reporting threats Have the skills to immediately halt conditions that could precipitate threatening behavior and violence Know the early warning signs of violence Know what violence is and what violence is not Plan for the unthinkable and unexpected and unimaginable and hope for the best Recognize that no two incidents are the same so there is no one way to deal with it Have well-considered plans for before, during and after violent events Strive to improve all levels of all working conditions equally Train employees how to recognize the early indicators or warning signs of potential violence Provide trainings for managing conflict, confrontation, mediation, conflict resolution, and personal safety in the case of violent events

Understand that employees have lives at home that may not be safe and support learning skills for all kinds of violence protection Update all hiring and termination practices with a proactive non-violence perspective Update information for all regarding protocols for incidents involving active shooters Remove any onus regarding “running and hiding” to save your own life Know all your legal responsibilities in the case of violent events Know your resources and use them

1.7.1 Threat Assessment Documentation You may be required to develop a threat assessment overview for reporting or documenting. Remember, even though the majority of cases of threat will not lead to a violent act you need to document. A threat itself can disrupt and damage workplace safety and must be responded to. A professional risk assessment is an invaluable tool. Good threat assessment should include: • Exact nature of the threat and/or threatening behavior. • Full context of the threat and/or threatening behavior. • Identified target or targets (generalize, vague, or specific). • Threatener’s apparent motivation (known or unknown). • Threatener’s ability and availability, access, opportunity to carry out the threat. • Threatener’s current status, physically, mentally, emotional as observed. • Threatener’s background. o Past work history. o Criminal records (misdemeanors and felonies). o Mental health history. o Physical health history. o Past behaviors and any incident reports on the job. Your company should custom-design its own process for threat assessment and response. Large companies may have the required expertise within their own security, medical, human resources, legal, and employee assistance departments to handle this work. Smaller companies may have to seek outside help from law enforcement, mental health and social service agencies, employee assistance providers, and other expert professionals. 1.7.2 Create a Basic Written Policy Statement Although a manager may or may not be part of a task force or planning group that writes policy, you need to be an expert in your policies and be able to communicate them well. Victoria Grayland, while acting as a union negotiator, discussed the benefits of working with a contract and grievance process, noting, “If there’s a procedure for presenting complaints, there is a better chance for a peaceful outcome. The grievance procedure makes the employee complain within a format, present the facts and suggest a remedy. It clarifies things and protects the employee” (Grayland, V. personal interview, 2008).

Even if managers are not part of making or writing policy, they should be able to understand, explain, and clearly inform employees about policy including, but not limited to: Inform: • About what the policy covers. • How to respond to an incident. • How to report. • Whom to call. • Responsibilities and consequences. • The organization and management’s commitment to non-violence and safe reporting. Avoid: • A one-size-fits-all approach. • Overreacting or minimizing the topic of workplace violence. • Leaving anyone out of the process. • Ignoring cultural and diversity issues. Certainly, policies need to be clear and easy to use, but also the fact that it is a democratic participatory practice makes it more prone to collective buy-on when all are treated the same with equal process and equal procedures and ultimately equal disciplinary and grievance policies. The risk of favoritism, real or perceived, is lowered when all are on the same page.

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Ullman, C. (2016). Statistics on domestic violence at colleges and universities. Ullman and Associates, North Carolina Family Law Resources Center. Retrieved from http://www.charlesullman.com/nc-family-law-resources/resources-for-domestic-violencefor-students/statistics / Workplace violence: Enforcement (2016). (Public Law 91-59684 STAT. 1590 91st Congress, S.2193 December 29, 1970, as amended through January 1, 2004). Retrieved from https://www.osha.gov/SLTC/workplaceviolence/standards.html

Part 2 Incident Management Planning: Assessing a Workplace Violence Incident Management Plan “Incident Management Planning: Assessing a Workplace Violence Incident Management Plan” by Albert J. Marcella was originally published in the March/April, 2006 edition of Continuity Insights. Used and updated here by permission of the author.

This part of the book focuses on the topic of workplace violence, the assessment of an organization’s incident management plan, and the critical role placed upon an effective incident management plan to address such an occurrence successfully within an organization. 2.1 What Is Workplace Violence? Workplace violence is violence, or the threat of violence, against workers. It can occur at or outside the workplace and can range from threats and verbal abuse to physical assaults and homicide, and is one of the leading causes of job-related deaths. However, it manifests itself, workplace violence is a growing concern for employers and employees nationwide. 2.2 The Threat There are several classifications of perpetrators who might engage in workplace violence. Such perpetrators can be broadly described as follows: • Outsiders: Someone who has no legitimate relationship with the victim or workplace and usually enters the workplace to commit a robbery or other criminal act. • Customers: Someone who is a recipient of a service provided by the affected workplace or victim. • Employees: Someone who has an employment-related relationship with the workplace victim. You may have current or former employees in this situation.

•

Employee-related outsiders: Someone who is possibly a current or former spouse/lover, a relative, acquaintance or some other person who has a dispute involving an employee of the workplace.

There are many factors that can lead to violence, including anxiety, vulnerability, and low morale. Knowing signs of these conditions can help you and your staff to become more proactive in addressing workplace violence. Failing to recognize and react to these signs when they lead to workplace violence can subject you and your employees to injury, legal entanglements, loss of productivity, property damage, or even loss of life (Department of the Interior, 2013). According to the Occupational Safety and Health Administration (State of California Department of Industrial Relations, 1995), there are three categories of workplace violence: • •

•

Type I, Stranger Violence: Stranger on employee violence, such as armed robbery, accounts for 60 % of all workplace homicides. Type II, Client Violence: Client violence occurs when a client whom the organization serves attacks an employee. A staff or faculty member being attacked by a student best exemplifies client violence. It is estimated that 30% of all workplace homicides are a result of client violence. Type III, Employee Violence: Employee violence occurs when an employee attacks another employee. This accounts for 10% of all workplace homicides. The term employee may also refer to temporaries and subcontractors who spend a significant amount of their workday in your workplace. This category also includes domestic violence. An organization’s incident management plan should be broad in scope to address each of these potential sources of employee exposure to workplace violence.

2.3 Who Is Vulnerable? The Census of Fatal Occupational Injuries (2014) reported that the final count of fatal work injuries in the United States in 2014 was 4,821, up from the preliminary count of 4,679 reported in September 2015 and the highest annual total since 2008. The overall fatal work injury rate for the United States in 2014 was 3.4 fatal injuries per 100,000 full-time equivalent (FTE) workers, slightly higher than the final rate of 3.3 reported for 2013. The higher overall rate in 2014 is the first increase in the national fatal injury rate since 2010 (United States Department of Labor, 2014). According to results from the Census of Fatal Occupational Injuries (CFOI) conducted by the US Bureau of Labor Statistics (US Department of Labor, 2014), a preliminary total of 4,679 fatal work injuries were recorded in the US in 2014, an increase of 2% over the revised count of 4,585 fatal work injuries in 2013.

2.4 What Is the Cost? According to the CFOI, in the period from 2006 to 2010, an average of 551 workers per year were killed as a result of work-related homicides (US Department of Labor, 2014). The FBI estimated in 2011 that such crimes cost the American workforce approximately $36 billion per year (Journalist’s Resource, 2013). Violence-related fatalities are only the tip of the iceberg. Workplace violence accounts for 16% of the more than 6.5 million acts of violence experienced by individuals age 12 and over (American Federation of State, County and Municipal Employees, 2005). Stress and violence cause immediate and often long-term disruption to interpersonal relationships, the organization of work and the overall working environment. Cost factors include direct costs such as those deriving from absenteeism, turnover, accidents, illness, disability, and death; indirect costs include diminished function, performance, quality and timely production, and competitiveness. Increasing attention is also given to the negative impact of violence on intangible factors such as company image, motivation and commitment, loyalty to the enterprise, creativity, working climate, openness to innovation, knowledge-building, learning, etc. (Chappell & Di Martino, 2006). OSHA (2001) guidelines state that employers can be cited if violence is a recognized hazard in their workplaces and they do nothing to prevent it. Therefore, if the company has received notice that a former partner has threatened to harm an employee or has made attempts to harm an employee at work, the company will have a duty to protect that employee. This duty extends to the threatened harm, or any other harm that could logically flow from the threatened harassment, such as injury to other employees who attempt to protect the threatened employee. No organization can afford to maintain a climate of negligence where lives of innocent people hang in the balance. In 1999, a jury awarded $7.9 million dollars to the families of two men killed in a workplace violence incident in North Carolina. According to the attorney for the family, “This man was a ticking time bomb and the management knew it, yet they did nothing to protect their employees (Chavez, 2004). More and more often, employers are being held liable for workplace violence incidents, resulting in significant jury verdicts and settlements. Most recently, a California helpdesk technician was awarded nearly $7.4 million in damages following a workplace violence incident where a coworker grabbed the plaintiff's neck and choked him (Cox, 2016). A Polk County jury awarded $498,562 to a woman who was attacked by her former attorney and lover, a West Des Moines lawyer and former Madison County's prosecutor (Rogers, 2015).

Such statistics should be a wake-up call to Human Resources departments and professionals. Nearly all fatal workplace violence incidents have been followed by lawsuits brought by the victims’ aggrieved families. In the period of fact-finding that follows, organizations are legally compelled to provide information to the parties bringing suit. Managers and supervisors closest to the tragedy are often called to attest to their lack of awareness of violence-prevention issues while management officials have been required to testify, under oath, as to their organization’s failure to prevent the tragedy. As a result, many organizations have agreed to secret multi-million-dollar settlements rather than make a public admission of negligence. No human resource executive would relish having to take the witness stand to defend such a failure (Chavez, 2004). The longer-term impact and cost of a workplace violence act, affected companies experiencing high employee turnover after an incident, possibly because employees commonly view safety in the workplace as the employer’s responsibility (and this trust relationship has been breached), and potentially employees feeling a sense of loss and vulnerability in the safety and security of their workplace environment – it is no longer safe at work or with this particular employer. 2.5 Proactive Incident Management Planning 2.5.1 The Organization’s Responsibility What is your organization’s responsibility (ethically, morally, legally) to provide a safe and secure working environment? The Occupational Safety and Health Act’s General Duty Clause, Public Law 91-596, 84 Stat.1590, requires employers to provide a safe and healthful workplace for all workers covered by the OSHA Act. Employers who do not take reasonable steps to prevent or abate a recognized violence hazard in the workplace can be cited (OSHA, 2002). 2.5.2 Documented Steps What documented, proactive steps have been taken by your organization that demonstrate an awareness of the responsibility to protect employees, visitors, the general public who may be on your premises during the workday? While many organizations undergo intensive and often extensive disaster preparedness or business interruption preparation, developing plans and testing scenarios, many equally fail to consider potential incidents that while falling short of fires, floods, earthquakes, and system-wide telecommunications failure, but still pose a substantial risk and liability to the organization.

2.5.3 Incident Management Incident management, a critical component of an organization’s overall disaster management strategy, addresses the immediate, shorter term “event” which is addressed, contained and resolved. An event can escalate into a larger crisis which may result in the organization moving to implement its disaster recovery plan and eventually its business continuity plan, which can be viewed as longer term strategies. In the case of any event, its impact on personnel and operations is always a matter of degree, and planning should include at its onset, a thorough risk analysis. This is a key tool in identifying atrisk factors on the organization level, and conducting a basic individual threat assessment will identify threats at the personnel level. It is prudent that such analysis and assessment be coordinated with your organization’s human resources department so as not to violate state or federal legislation governing personnel practices. 2.6 Crafting a Response to Workplace Violence When events occur and their containment is impracticable, then an organization must be prepared to implement its organizational incident management plan. Is Your Organization Prepared? 1. 2. 3. 4.

Does your organization have a master incident management plan? What types of incidents does it address? Who is responsible for its implementation? Does your organization maintain multiple incident management plans addressing various classifications or types of incident events? 5. What procedures are in place, which actively tests the credibility, functionality, and feasibility of the organization’s incident management plan(s)? 6. What analysis is performed to examine current business practices to identify security shortcomings that may materially affect personnel safety and security?

After an analysis of existing procedures, the security screening system for a Detroit hospital was expanded to include stationary metal detectors supplemented by hand-held units. The system prevented the entry of 33 handguns, 1,324 knives, and 97 mace-type sprays during a six-month period (Centers for Disease Control and Prevention, 2002). How would your organization, how would its personnel, react to workplace violence? Are your personnel prepared? Are you? Are you sure? 2.7 Assessing a Workplace Violence Incident Management Plan The plan should be specific to the type of facility, building, and the workers it covers.

Assessing the Plan In general, the major sections and points that a workplace violence incident management plan should address include but, are not limited to the following: 1. Procedures for calling for help. 2. Procedures for calling for medical assistance. 3. Procedures for notifying the proper authorities or whoever is acting in their place, security personnel and the police. 4. Emergency escape procedures and routes. 5. Safe places to escape inside and outside of the facility. 6. Procedures to secure the work area where the incident took place. 7. Procedures for accounting for all employees if a facility is evacuated. 8. Procedures for identifying personnel who may be called upon to perform medical or rescue duties. 9. Training and educating employees in workplace violence issues and the emergency action plan. 10. Procedures for regularly evaluating and updating the plan. 11. Procedures for debriefing participants to identify lessons learned.

2.8 Summary Workplace violence isn’t selective, it can and does occur, unfortunately with more frequency than anyone would like. Given this reality, the potential for such an event occurring within your organization should be a probability taken very seriously, and addressed within your organization’s incident management plan and overall disaster preparedness strategy. This article addressed workplace violence that was directed at (or between) individuals, a type three violence category. Workplace violence should not however be viewed as an event limited to or directed only at employees/personnel. Workplace violence can take on many forms and regardless of its form or target, the potential liabilities to the organization remain the same – critical. Workplace violence is an action within the organization’s facility that, in the opinion of a reasonable person, constitutes a threat of harm to a person or damage to property or action that results in intentional infliction of physical harm to a person or actual damage to the organization’s property, and includes intimidating or harassing behavior. Intimidating or harassing behavior is conduct which in the opinion of a reasonable person creates a hostile environment, impairs organizational operations, or frightens, alarms, or inhibits others. This includes making statements that are false, malicious, disparaging, derogatory, rude, disrespectful, abusive, obnoxious, insubordinate, or which have the intent to hurt others’ reputations. Physical intimidation or harassment may include holding, impeding or blocking movement, following, stalking, touching or other inappropriate physical contact or advances, including attacks involving the use of a weapon, and actions such as hitting, punching, pushing, poking, or kicking. Intimidating or harassing behavior may cause bodily or emotional injury, pain and/or distress.

Workplace violence should be addressed in a comprehensive incident management plan. Organizations can face both legal and financial liabilities due to being ill prepared in recognizing, containing, and mitigating workplace violence. Being proactive and not reactive to the reality of workplace violence is the key to successfully implementing a workplace violence incident management strategy.

References American Federation of State County and Municipal Employees (2005). Guidelines for workplace violence for healthcare and social services workers. Retrieved from http://afscme.org/issues/health-safety/resources/document/osha3148.pdf Center for Disease Control and Prevention (2002). Violence occupational hazards in hospitals. Retrieved from http://www.cdc.gov/niosh/docs/2002-101/default.html Chappell, D. & Di Martino, V. (2006) Violence at work, 3rd edition. Washington, DC: International Labor Office. Available from http://www.ilo.org/global/publications/ilobookstore/order-online/books/WCMS_PUBL_9221108406_EN/lang--en/index.htm Chavez, L. J. (2004). Violence at work: Can we do more to prevent it? Human Resource Executive Online. Retrieved from http://www.hreonline.com/HRE/view/story.jhtml?id=4222784 Cox, M. (2016). Workplace violence: Reducing the risk. Burr Alert. Retrieved from http://www.burr.com/wp-content/uploads/2016/04/ALERT_WorkplaceViolence_Reducing-Risk_MC3-1.pdf Department of the Interior (2013). Employee assistance program [video file]. Retrieved from https://www.youtube.com/watch?v=LSxQAbCSY4s&feature=youtu.be Journalist’s Resource (2013). Workplace violence in America: frequency and effects. Retrieved from http://journalistsresource.org/studies/economics/workers/workplace-violenceamerica-frequency-effects OSHA (2001). Employer guidelines. Retrieved from https://www.osha.gov/as/opa/worker/employer-responsibility.html Rogers, G. (2015, November 19). Jury awards nearly $5,000,000 to lawyer’s assault victim. The Des Moines Register. Retrieved from http://www.desmoinesregister.com/story/news/crime-and-courts/2015/11/19/jury-awardsnearly-500000-lawyers-assault-victim/76049298/ State of California Department of Industrial Relations (1995). Cal/OSHA guidelines for workplace security. Retrieved from http://www.dir.ca.gov/dosh/dosh_publications/worksecurity.html US Department of Labor (2014). Census of fatal occupational injuries. Retrieved from http://www.bls.gov/iif/oshcfoi1.htm

Part 3 The Active Shooter Introduction: Personal Story of an Active Shooter It was a lovely Seattle morning, sunny, cool, the picture postcard version of the Pacific Northwest. I had a meeting in the city and enjoyed driving with the windows open, a rare treat of no rain for a change. I arrived at my location and pulled into the parking garage when I heard the “pop, pop, pop, pop, pop” of a weapon. The sound of a shooting isn’t like you might expect it to be. It isn’t exactly like a TV or movie gunfire sound. The sound is somewhat muted, with rounded edges, clean, clear, simple, “pop, pop, pop, pop, pop.” I immediately knew what I had heard. Yet, as a normal human being, my brain went in exactly two divergent directions: 1) Holy shit that was a weapon and somebody is shooting, 2) No way, it’s too nice a day and I’m probably just making that up because I watch television. But I knew. I pulled into my parking spot and got out of my car. I looked up the street and, sure enough, there was a body on the sidewalk. It then occurred to me that there was some chance I was in danger. As a normal human being, my brain diverged in exactly two different directions: 1) I should go see and check it out and maybe I can help and did anyone else see or hear anything I should go see, and 2) Get the hell out of there stupid, run, run now! But I knew. I scurried in the opposite direction as quickly as I could before I felt safe enough to call 911. They had already received calls. There was nothing more I could do for the moment, and I was at my meeting sitting in a chair before I really began to feel it. I had been in an active shooter situation. I saw a body. I heard the weapon discharge. I counted the shots. I felt it in my gut. I was there. I knew. An hour later, the meeting over, I returned to my car in the parking garage. Ever since responding to several large disasters, I had concerns about parking garages anyway, but now it was worse. I had to get my car to get home. First responders where still on the scene, the area had been blocked off, a covered body was

on the street, the bottom of the victim’s shoes stuck out from underneath the drape, and I still felt a pull to go “see.” I recognized that my brain wanted to comprehend it and put it into some safe category. That’s what brains want. The rest of me wanted to hide under a blanket underneath my bed. I asked an officer if they needed any verification of the number of shots I’d heard or the exact time I’d heard them. He said they had what they needed, and so I left. I stepped into the garage elevator to go to the 4th floor. A man was inside holding a duffel bag. My stomach lurched. He smiled at me and got out on the second floor to meet a friend who was no doubt going to the gym with him. I felt foolish until I was stopped on the 4th level by two officers who were checking out the parking garage because the “shooters” (yes, plural) had not been apprehended yet. Holy crap. Gulp. That night, I shared my story with a couple of pals, who, quite honestly, were not impressed or particularly supportive. (I guess I should say “former” pals.) Why didn’t they show any signs of compassion? Are we all that numb and immune to violence? Did I need blood on my actual person for it to count? When would it be enough? For me, it was enough. What happened was real. A human being was murdered. Shot. And I was in the zone of an active shooter murder. It counts. Later, an expert on the topic told me that professional responders don’t classify the incident as an “active shooter event” unless over four people are killed. Well there you go. What the hell? If my small, “inconsequential experience” is to be considered a micro version of what it feels like to be anywhere in proximity of a mass shooting, then God be with anyone who is near an active shooter zone in any way. One murder is heart breaking and heinous. Someone died, I heard the shots, and I was there, less than a half a block away. What if I had run toward the shots? I have responded to many disasters and had my boots in several kinds of ground zeroes over the years. But this was my first (and hopefully last) active shooter event. I almost didn’t share it here in the light of other recent shootings and more heinous events over the last decade. But you know what? It’s my story. It was real. And it counts. I didn’t need more than four dead people to validate it. And if, on a scale of 0-10 (10 being an event that is one of the heinous CNN-level mass murders from active shooters) it might rate less than a 1.5, or maybe a .005. But, you know what? It still matters. Because it isn’t a contest! Someone died. I was there. I could have been a victim. It was close enough not to ignore. It was not pleasant. I did the right thing. I survived.

Dr. Vali January 2017

3.1 What Is an Active Shooter? The US Department of Homeland Security (Active shooter preparedness, 2016), defines active shooter: An Active Shooter is an individual actively engaged in killing or attempting to kill people in a confined and populated area; in most cases, active shooters use firearms(s) and there is no pattern or method to their selection of victims. Active shooter situations are unpredictable and evolve quickly. Typically, the immediate deployment of law enforcement is required to stop the shooting and mitigate harm to victims. Because active shooter situations are often over within 10 to 15 minutes, before law enforcement arrives on the scene, individuals must be prepared both mentally and physically to deal with an active shooter situation. In an interview with a reporter, Lt. Michael Cusumano, of the Criminal Intelligence Unit of the Honolulu Police Department – remembering the infamous 1999 mass killing at the Xerox Corporation Warehouse in Honolulu, where Byran Uyesugi gunned down seven co-workers – said, “We don’t live in a world where we have the luxury of thinking it’s not going to happy here. It’s going to happen. It’s already happened before. It’s not a matter of if, but when” (Tsai, 2016). Negative thinking? Unfortunately, no. It’s what I called fire extinguisher thinking at the start of this book. You get your plan, your equipment, your protocols, your fire extinguisher….and then, now that you are prepared the best you can be, you move on with your wonderful life not living in fear. Most people with fire extinguishers don’t run around with them under their arm looking for smoke. But if the fire happens, they are ready. That is the essence of this small contribution to the topic of active shooter preparation. Think it through, make a plan, and the, move on. Plan for the worse, assume the best. Let’s look at the details. 3.2 Motivation and Goals of the Shooter Motivations can be known as well as completely unknown. The term “active shooter” is the current term used to define anyone, for any reason who is determined and active in the process or intention of committing mass murder. The reasons may be mental illness, religious or political affiliation, terrorism, domestic violence, or combinations. But the point is, after an event, especially if the shooter dies, there are often too few answers about motive. There are always rumors and countless speculations, some clues, and once in a while, the shooter may leave some evidence and message to their bizarre purposes. But even though it is near impossible to determine the exact motivation for their behaviors, they do seem to have a common set of goals: 1) Desires and hopes to kill and seriously injure or maim as many people as possible in a contained area without any concern about his/her threat of death or capture. 2) Often wishes to make some sort of “statement” by means of violence.

3) Appears to want fame or attention or recognition for their act. 4) May or may not pick a specific target group or location that aligns with their apparent agenda, can be random or pre-considered location or population. 5) May act alone or as part of an organized faction determined to draw attention to an agenda. 3.2.1 Areas of Greatest Risk These are typically confined and populated areas: • Worksites • Schools • Theaters • Churches • Nightclubs • Shopping malls • Political Events • Parades • Sports Events. 3.2.2 Targets Targets are sometimes random, sometimes specific. If the shooter has intended victims, he/she may kill targets of opportunity while seeking their intended victims, or after they have found them. They may kill on entrance or egress from the scene. Now they have “nothing to lose.” It is generally thought that shooters have somehow decided that they are “victims” of something, have blamed others, and use the event as a statement or scapegoating to justify their own feelings. Something may trigger a deep well of anger that has been bubbling for a long time that has nothing to do with the chosen target, a target that was only in the opportunistic crosshairs. 3.2.3 Weapons of Mass Destruction An active shooter may also have, use, or stash other weapons. Generally, we think of a “shooter” as someone with a gun, but if you recall Timothy McVeigh used fertilizer, Al-Qaeda operatives used box cutters and airplanes, suicidal terrorists can use pressure cookers in backpacks. Some have used knives, machetes, acid, poisons, and bacterial or hazmat materials. Any weapon can be a weapon of “mass” destruction if it is intended for mass homicide. 3.2.4 Active Shooter Scenarios In my conversations with several speakers at a conference on workplace violence in Hawaii in 2016, it became clear to me that the mission and scope of an active shooter event may last for weeks on the news, but only moments in real time: • Unpredictable. • Evolves quickly. • Usually only last from 5-30 minutes (unless there is an extended hostage situation).

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Shooting noise can be confused with other noises, music, crowd noise, media sounds, etc. Continues until stopped by law enforcement, suicide, intervention, or escape. Difficult for potential victims to discern or observe if weapon noise is lost in crowd noise. Victims often do not know they are in an event until there are casualties so continue their activity until aware. Mass hysteria and panic, screaming, running, chaotic terror behaviors by victims. Apparently calm or determined demeanor of shooter. Remember, they are on a mission.

3.3 Why do You Need to be Educated? Why should you care and be educated? Because, sadly, this type of violence exists. Period. Like gravity, you must understand it completely, but denying it is less than wise. What follows is not a complete list of mass shooting events. If you research “mass shootings,” you will find seemingly countless lists, charts, graphs, and details of loss of life (Mother Jones investigation, 2016). A recent chart from the Los Angeles Times gives just a few daunting statistics for you to consider.

Figure 3-1. Deadly mass shootings in the US (Deadliest Mass Shootings, 2016) 3.3.1 Mass Shootings in the Past Few Years The horrors of active shootings in the workplace are public record. David Hodary, a writer for The Telegraph, compiled a clear and disturbing list of the history of mass shootings in the United States since the tragedy of the Columbine massacre. (Hodary, D, p.1, 2015) As days pass, his list tragically becomes more incomplete yet daunting nonetheless. In addition, as of June 12, 2016, we can add the Orlando, FL, murder of 49 individuals. And who knows if within the time this book is published it will be again necessary to update these heinous examples.

3.4 Instinctive Responses in the First Moments 3.4.1 Denial THE MOST CRITICAL TIME IS THE FIRST FEW SECONDS BECAUSE DENIAL CAN STEAL THE SECONDS YOU NEED TO ESCAPE OR HIDE HOMELAND SECURITY (2016) SAYS: RUN, HIDE, FIGHT

People make the error in assuming what they hear is not gunfire, what they are seeing is not murder. They are deer in headlights and do not respond quickly enough to seek safety. They may be involved in the activity they came to participate and not recognize the incongruity of the moment. Denial is dangerous. Without being paranoid, it is reasonable in this day and age to make the assumption that an active shooter may indeed be present. It is better to run and feel silly than be a statistic. 3.4.2 Panic SHHHHHHHH !!!! SILENCE YOUR CELL PHONE IMMEDIATELY DON’T CALL ATTENTION TO YOURSELF SHHHHHHHHHH!!! IF YOU ARE CRYING, TRY TO MUFFLE THE SOUND DO NOT MAKE YOURSELF A TARGET EASY TO FIND Adrenaline rush may hit like 52 cups of coffee and it is a bad time to make decisions. Pre-planning your decision now will help you survive. The rule of thumb is plan for the worst, hope for the best. Do your best to remain calm in the midst of hell. MAKE A PLAN, PREPARE, PRACTICE, DRILL, BE AWARE IF YOU SEE SOMETHING SUSPICIOUS, CALL 911 DURING • •

Follow instructions of law enforcement. Seek counseling or other professional support as soon as possible after you are safe and sound.

3.5 What to Do and Not Do When you enter any activity first look for exits and plan an escape route in advance. Then have your fun. DON’T BE PARANOID, BUT DON’T BE UNPREPARED 3.5.1 Choices Before an Active Shooter (Or Emergency Event) 1. Be mindful of yourself and your situation at all times. 2. Stay alert but not paranoid. 3. Know how to get out or away. 4. Note all exits. 5. Have a plan and share it with others. 6. If you see something suspicious report it. 7. You may not know what counts or matters in the big picture and your information may be helpful. 8. Do not hesitate to call 911. 9. Learn about current apps or have numbers pre-set on your phone. 3.5.2 Choices During an Active Shooter Event Essentially, you have four choices: run, hit, fight, and survive. 3.5.2.1 Run • Leave your belongings behind. • Try to turn off your cellphone, the noise of a call or text could make you a target. • Evacuate no matter what others are doing. Help others escape if it is possible without risking your own life. • Make a decision today if you are willing to save your own life even if others are being killed around you. Helping the wounded is not safe. Professional paramedics will be right behind law enforcement to care for the wounded and if you try to help you may risk your own life. Make sure you are in safety before you help others if possible. This is a very hard decision to make in the moment, so it is important to think it through now the best you can. It is also not wrong to help others in danger…but it is also appropriate to help yourself survive. • Do not move wounded people, it may increase their injuries. • If you see law enforcement keep your hands visible. Cover your head with your hands. When they enter they do not initially know who is the shooter and who are the victims. • If you are able to pick up a book or backpack or something to hold it close to your heart/middle of body, or head, it may offer some minor protection from flying bullets. • Warn or keep others from entering the location if you escape. • Call 911 when you are safe.

•

Follow instructions from law enforcement, they are outside the event and usually have a better sense of the “bigger picture.” When Calling 911 Take a deep breath. Although it is reasonable to be extremely upset, try to understand that panic and emotionally charged voices are hard for dispatchers to understand. Say and give as much info as possible, such as: 1. Dial 911. 2. Take a deep breath. 3. Say: “There is an active shooter here.” 4. Exact Location (North end of the school, second floor, by the restrooms, etc.). 5. Number of shooters and physical description. 6. Kind and number of weapons. 7. Do they have duffel bags or other gear. 8. How many people (potential victims) are involved. 9. Your name.

3.5.2.2 Hide 1. Find a place to hide where you are out of view from the shooter. Turn off your cell phone. 2. Try to find cover where you cannot be seen and are completely concealed but your options to move and run are not restricted. Try not to close yourself into a location where you are trapped. 3. Lock or barricade the door. The shooter may be in a hurry to kill as many people as possible, this may make it more difficult for him so there is a chance he will move on to easier prey. 4. Turn off lights. 5. Remain silent turn off your cellphone for now. 6. If you are with a group, spread out in the area, do not bunch up. This may make it more likely that some will survive. 7. Keep others quiet, help calm people best you can. 8. Find books or backpacks, magazines, and such to hug and hold on to as protection and a calming device. If someone is injured remain quiet as you help them. 9. It is risky to bring seriously injured people (or anyone) into a room to hide as they may have a better chance being outside where medical professionals can find them more quickly. You can encourage them to remain quiet and still and “pretend” they are “dead” until law enforcement and help arrives. 10. Remain calm and still and silent until the event is over and law enforcement identifies themselves. 11. Do not open the doors for someone who “says” they are law enforcement, fire department or paramedic. If you think the event is over and you do not hear any more shooting, and there are loud sounds of law enforcement, but are still unsure, you can call 911 and have the dispatcher inform the officer to identify him/herself for you by name.

12. Law Enforcement will come in loud with squawking radios and commands which may help you identify them as different than the active shooter. When in doubt… wait. 13. If you are out of harm’s way, remain out of harm’s way. Do not run back inside a “burning building” to retrieve anything or anyone. Let law enforcement do their job first. They have on protective gear and have lots of help. You may not be thinking clearly for the moment. Remain safe. 3.5.2.3 Fight There are stories of heroes that fight the bad guys. Some of them live and some of them die. Sometimes it is absolutely the best or the worst choice. But if you make the choice to fight, or have that opportunity where you think it might make a difference, or it is the completely absolute last resort in your specific situation, then consider the following suggestions: 1. Be as loud and aggressive and intense as you possibly can. It might distract and throw off the active shooter’s attention. 2. Use anything as a weapon, create one, grab anything, throw things, go ballistic with heavy items and anything that might cause the active shooter harm, pain, or injury. 3. Do not hesitate. Once you commit to the action, you are committed to the action and absolutely must give it all you have. Any hesitation on your part will probably limit your chance of survival. Remember, this individual is a murderer and you have no way to negotiate or convince him/her otherwise during an active shooter event. By then it is too late because the active shooter has “committed” to their action 100%. 3.5.2.4 Survive • After the “all clear” has been given, you may be questioned or asked for information. • Remain in the safe area until you are given clearance to go. • Use your cellphone now to alert others of your safety and location. • Remain calm, try to drink some water, breathe, rest, wait for instructions. • Seek support, counseling or other professional services as soon as possible even if you are not “feeling” as if you need it. You might need it later. • Be wary of media or others exploiting your vulnerable emotional state. • Take your time to recover. Something real has happened to you and it will have real consequences. Take care to take care. 3.5.3 What to Expect or Consider About Law Enforcement Be aware of the policies and procedures of law enforcement so that you can stay out of their way and let them do their job. 3.5.3.1 Their Role • Stop the shooter. • End the event.

• • • • •

Proceed to the area where the most recent shots have been reported or heard. Eliminate the threat. Re-establish order out of chaos. Protect people who are victims and potential victims. Protect themselves and their own colleagues.

3.5.3.2 What You Can Expect • Officers and rescue teams may be very hyper-aggressive due to combination of adrenaline and protocols. • Wearing extreme protective gear. • Be heavily armed. • Be very loud and aggressive. • May push people to the ground for their safety. • May scream and yell commands to victims and colleagues. • May step over the dead or injured in order to get to the active shooter. • Will not answer questions or help while the event is active. • They may have a protocol to be as loud as possible in order to accelerate the event and in order to “inform” the active shooter that they are “on scene” which may lead to the active shooter making mistakes, trying to escape, or suicide. 3.5.3.3 How You Should React • The “good guys are here” but remain calm and still. • Follow any orders given immediately. • Do not ask questions yet. • Keep hands free. Do not pick up personal items and, especially, do not go for cellphones yet. Such actions could be interpreted as going for a weapon. • Avoid quick movements. • Avoid pointing, screaming, yelling, unless there is another active shooter in your location. • Raise hands and with open fingers put them over your head and follow exit instructions or other information from officers. • Once you are out of the danger area, inform officers or rescue workers of your concerns about wounded, loved ones, belongings, etc. First get out and let law enforcement do their jobs. 3.6 Advance Preparation and Training Active Shooter events are real and may happen at any time anywhere. But using fire extinguisher thinking, it is smart to prepare, plan, and be aware, and then forget about it.

3.6.1 Create a Plan 1. Develop and create an emergency action plan for yourself and your company. 2. Train and drill the plan frequently. 3. Support workers or worksites that may be at higher risk levels. 4. Encourage discussion and open conversations, trainings, or consultations on workplace violence with is different from and active shooter event. 5. Involve everyone: CEOs and upper level management and administrators, owners and operators, human resources, training specialists, managers and supervisors, line staff, support and ancillary staff, vendors. Top down and bottom up…everyone needs to be trained. 6. Include law enforcement or emergency responders in your trainings. 7. Remain current to local protocols. 8. Review and change and upgrade plans on a regular basis. Each Active Shooter event that happens provides new information for law enforcement. Ask them to keep you in the loop about what they learn. 9. Prepare an evacuation policy and procedure, with escape options. 10. Develop a contact-and-inform system for emergencies. 11. Educate everyone on how and when to notify or alert employees and law enforcement or emergency responders. 12. Train for all kinds of emergencies and how each one may require a different response. 13. Give staff “collective permission” to respond and react correctly under emergency conditions. They should never feel their jobs are at risk for calling 911. 14. Make known where keys or essential access controls are located. 15. Provide more than one evacuation route and plan if the site has several entrances or exits to consider. 16. Coordinate with safety and security team. 17. It may be useful to seek input from any military combat veterans in your company. 18. Post and circulate evacuation routes. Drill this more than once. 19. Provide training on communication, respectful worksite, workplace violence, and other topic that may support employees and learn violence indicators and risks in advance. 3.6.2 Training for Active Shooter Situations 1. Learn to identify sounds of gunfire. 2. Learn to identify pre-violent behaviors and signs of violence. 3. Affirm corporate permission to “survive.” 4. Practice for quick reactions of run, hide, fight scenarios. 5. Practice turning off cellphones while running and hiding. 6. How to respond and act when law enforcement is on scene. 7. Embrace the issues of a survival mindset in advance. 8. Carry out physical drills with potential scenarios. 9. Normalize reactions and survival behaviors. 10. Provide for special needs individuals, non-English speaking, mobility functions.

11. Provide special support for prior combat military veterans. 12. Include opportunities for debriefings after drills and practice periods for all. 13. Ask for feedback from participants. 3.6.3 Indicators of Risk for Potential Violence • Increased use of drugs/alcohol. • Absenteeism or presenteeism. • Change in appearance or hygiene. • Depression/withdrawal. • Resistance to changes in policy or procedures. • Violations of policy. • Mood swings. • Change in emotional responses. • Verbal threats or complaints with specific targets. • Outbursts or rage. • Comments like “I’m going to get this taken care of soon.” • Paranoia (everyone is against me). • Talk of domestic unrest or severe financial or health problems. • Previous incidents of violence. • Attempts to engage in negative discussion about a particular group or kind of people. • Unsolicited comments about weapons, crime, firearms, explosives, or other recent crimes in the news. Organizational Planning: Before and After Before • • • • • • • • • • • •

Conduct thorough background checks. Develop safe hiring and firing practices. Hire and EAP and make counseling available. Make solid plans for emergencies including Active Shooter events. Discipline appropriately and fairly. Do not play favorites or leave out any part of the team. Train everyone for everything. Train people on the differences in being safe and being paranoid. Give teams permission to respond without over or under reacting. Encourage people to prepare “go-bags” (for home and work). Prepare Master kits for Law Enforcement, including keys, maps, locations, staging areas, contact numbers, policies, procedures, and all plans. Make “pocket cards” available (US Department of Homeland Security, Pocket Cards, 2016).

After • • • • • • • • • •

Manage post-events well with debriefings, EAP and counseling, lessons learned, upgrades to policies, and support for positives. Protect ongoing well-being of those involved and their families. Continue to plan and prepare for future events, upgrade plans. Carefully fill in gaps of missing personnel. Identify needs of survivors and injured and support all. Continue support well beyond event as needed. Create anniversary activity and memorials as needed. Document as needed. Continue to identify successes and lessons learned as they continue to unfold and are reported. Remain sensitive to the different lengths of time some people need to recover and provide appropriate professional support.

3.6.4 What it Takes to Survive Resiliency: What does it mean to be resilient? Try this: Hold a tennis ball in one hand, and an uncooked egg in the other. Drop both. Which had resiliency? Before, during and after an incident, especially an active shooter event, you want to survive and recover as soon as possible. It is not weak to seek help to do this. It is wisdom. Contact your EAP, your counselor, clergy, physician…friends…anyone who can help you return to your new normal, someone who has survived a horrible event. Before you have to deal with anything this large, do your best to study the core values of resiliency, self-care, well-being and mindfulness in order to strengthen the core of your own stamina for managing anything, small or large, which happens in your life. Some groups suggest there are a limited number, such as twelve or five, or ten traits that comprise resiliency (10 traits, 2016) I think resiliency is based on so many complex factors that defies a simple list. That being said, here are some of the traits that are generally associated with people who have great resiliency and are survivors: • Remain calm. • Ability to improvise. • Capacity to listen. • Self-aware. • Ability to be in silence. • Humble. • Have many self-care practices. • Can be part of team or work alone. • Look for big picture. • Are not defined by catastrophe. • Show empathy and compassion. • Can ask for help.

• • • •

Honesty and transparency. Have a gratitude attitude. Can feel their feelings and use their brains. Positive attitude. o Mental preparation. o Motivation to Survive. o Willingness to work to survive. o Flexibility and ability to adapt to reality.

Survival is not a job for wimps in a situation that calls for you to run, hide, or fight. But survivors outnumber the victims. Always. So be one of the survivors and make your plan now to run, hide, fight, and survive if you are ever in a situation of an active shooter. 3.7 Resources for Staff Training You have read the basic information and now you are ready to train your staff on what to do in an active shooter event. You now know that the basic information is simple: run, hide, fight and survive! And although an actual situation will be much more complicated and terrifying, having you and your staff prepared for this rare but unfortunately possible kind of scenario, at work or elsewhere, serves everyone to increase the chances of survival. For Further Reading at the end of this book includes various training programs that have been developed for different industries. When you prepare your training, custom design it for your industry but also instruct people how to think and act if they are caught up in an incident outside work. There are always stories in the news about people who just “happened” to be somewhere when the incident occurred. Start with the information provided in this book, and then create your own training.

References 10 traits of emotionally resilient people (2015). Heartmath. Retrieved from http://www.heartmath.com/blog/tools-tips-articles/10-traits-of-emotionally-resilientt people/ Deadliest US mass shootings: 1984-2016. (2016). Los Angeles Times., Retrieved from http://timelines.latimes.com/deadliest-shooting-rampages/ Hodary, D., (2015, August 28). A history of mass shootings in the US since Columbine. The Telegraph. Retrieved from http://www.telegraph.co.uk/news/worldnews/northamerica/usa/9414540/A-history-ofmass-shootings-in-the-US-since-Columbine.html Mother Jones’ investigation: US mass shootings 1982-2016 (2016). Retrieved from https://docs.google.com/spreadsheets/d/1XV4mZi3gYDgwx5PrLwqqHTUlHkwkV6uy_yeJh3X46o/edit#gid=0 Tsai, M., (2016). Shooter situations can occur here, so prepare, police warn. Star Advertiser. Retrieved from http://www.staradvertiser.com/?s=Michael+cusumano US Department of Homeland Security (2016). Active shooter preparedness. Retrieved from https://www.dhs.gov/active-shooter-preparedness US Department of Homeland Security (2016). Pocket cards. Retrieved from https://www.dhs.gov/xlibrary/assets/active_shooter_pocket_card.pdf

About the Author Vali J. Hawkins Mitchell, Ph.D., LMHC, REAT,

holds a Doctorate in Health Education and Masters degrees in Applied Psychology and Expressive Arts Therapy and is a highly regarded public speaker, trainer, author, consultant, and educator. A valued mentor and keynote speaker, she offers critical insights on the real human factors of disaster and emergency planning based on her experiences with major events such as the World Trade Center, Hurricane Katrina, Samoan earthquakes, Indonesian tsunami, and Pacific Northwest Wildfires. She is considered by many as the leading authority in the growing field of Emotional Continuity Management.

Academically, Dr. Hawkins Mitchell has been adjunct faculty member and guest lecturer at a number of universities and colleges, including Washington State University, the World Medicine Institute, and Lane Community College. Dr. Vali, as she is well known, has contributed original research in the area of Psychosocial Dynamics of Families with Pediatric Illness, Tools of Trauma Management for Emergency Care and Health Care Delivery Professionals, and the Use of Quantum Poetry for Trauma Management. She has been trained by the American Red Cross as a Disaster Mental Health provider and National Diversity Instructor, and has been consulting directly with military families and service members in all branches since 2009. Dr. Vali travels extensively providing custom-designed trainings for individuals and teams, private and government agencies, mom-and-pop companies, and large corporations. Dr. Vali is the author of The Cost of Emotions in the Workplace: The Bottom Line Value of Emotional Continuity Management (Brookfield, CT: Rothstein Publishing, 2013). She has also written Dr. Vali’s Survival Guide: Tips for the Journey; Preparing a GoBag; and a number of plays, musicals, and children’s titles. She is a performance musician and awardwinning artist. She is a Registered Expressive Arts Therapist (REAT). She recently relocated her art studio and professional office from Seattle, Washington to Honolulu, Hawaii. www.improvizion.com

For Further Reading Some internet Resources AFSCME Preventing Workplace Violence http://www.afscme.org/news/publications/workplace-health-and-safety Free Fact Sheet: https://www.osha.gov/OshDoc/data_General_Facts/factsheet-workplaceviolence.pdf National Institute for Occupational Safety and Health (NIOSH) http://www.cdc.gov/niosh/topics/violence/training_nurses.html Stalking Resource Center at the National Center for Victims of Crime http://www.victimsofcrime.org/our-programs/stalking-resource-center/stalking-information U.S. Department of Agriculture Handbook on Workplace Violence Prevention and Response http://www.dm.usda.gov/workplace.pdf U.S. Department of Labor Occupational Safety and Health Administration (OSHA) https://www.osha.gov/SLTC/workplaceviolence/ U.S. Office of Personnel Management Dealing with Workplace Violence: A guide for Agency Plannershttps://www.opm.gov/policydata-oversight/worklife/reference-materials/workplaceviolence.pdf Domestic Violence Resources for The Workplace Amadeo, Kimberly, US Economy Expert, About Money, 07/23/2016, Domestic Violence: Definition, Statistics, Effects, http://useconomy.about.com/od/suppl1/p/Statistics-On-The-CostOf-Domestic-Abuse.htm

Green, Sara, 3/21/2016, Seattle Times, Police: UW Student dies after domestic-violence attack, http://www.seattletimes.com/seattle-news/crime/uw-student-severely-injured-in-domesticviolence-attack/ Karpman Drama Triangle, 2016, Hawkins-Mitchell, Vali, http://improvizion.com/services/training/karpman-drama-triangle/ Make it Our Business Center for Research & Education on Violence Against Women and Children, 2010, http://makeitourbusiness.ca/warning-signs/warning-signs-for-the-workplace NCADV, 2015, 2016, https://www.ncadv.org/files/Dating%20Abuse%20and%20Teen%20Violence%20NCADV.pdf Occupational Safety and Health website, 2016, The Act of 1970, https://www.osha.gov/SLTC/workplaceviolence/standards.html (Public Law 91-596 84 STAT. 1590 91st Congress, S.2193 December 29, 1970, as amended through January 1, 2004) Rizzo, Kevin, 7/30/2015, Law Street, http://lawstreetmedia.com/blogs/crime/campus-crime2015-large-school-data/ Safe Horizons, a company specializing in supporting victims of Domestic Violence http://www.safehorizon.org/uploads/pdfs/1386177311_WarningSignsDVWorkplace.pdf Tatum, Josh, 08/18/08, First Amendment Analysis, State Telephone Harassment Statues, http://www.firstamendmentcenter.org/telephone-harassment-statutes US Department of Labor, 2016, https://www.dol.gov/oasam/hrc/policies/dol-workplaceviolence-program.htm US Department of Labor, 2016 https://www.dol.gov/oasam/hrc/policies/dol-workplace-violence-program.htm Virginia Commonwealth University, 2016, https://www.hr.vcu.edu/employee-relations-andperformance-management/threat-assessment-and-violence-prevention/recognizing-domesticviolence/#responsibilities

Co-Dependency Resources CoDA.org Co-Dependents Anonymous http://coda.org/ GoodTherapy.org http://www.goodtherapy.org/learn-about-therapy/issues/codependency Heart, Spirit, and Mind, 08-30-2012 http://www.heartspiritmind.com/relationships/codependency/Lancer, Darlene Psych Central, Recovery from Codependency, http://psychcentral.com/lib/recovery-fromcodependency/ Lancer, Darlene, Codependency for Dummies, 2nd Edition http://www.dummies.com/how-to/content/codependency-for-dummies-cheat-sheet.html Active Shooter Active Shooters: FEMA IS-907 March 2011, Leesburg Virginia Police Training http://www.leesburgva.gov/home/showdocument?id=9974 Active Shooter Guidelines for Places of Mass Gatherings: Australia-New Zealand CounterTerrorism Committee https://www.nationalsecurity.gov.au/Media-and-publications/Publications/Documents/activeshooter-guidelines-places-mass-gathering.pdf Active Shooter Response Booklet https://www.dhs.gov/xlibrary/assets/active_shooter_booklet.pdf Active Shooter Response Card https://www.dhs.gov/xlibrary/assets/active_shooter_pocket_card.pdf Active Shooter: What can you do, A Powerpoint Course by National Protection and Programs Directorate Office of Infrastructure Protection, US DHS, and Emergency Management Institute, [email protected] http://www.fit.edu/security/documents/IS-907_StudentManual.pdf DHS Active Shooter Situation: Options for Consideration Video https://www.youtube.com/watch?v=yz5P2wy4X4o

Homeland Security: Active Shooter Educational Materials https://www.dhs.gov/publication/active-shooter-educational-materials Key Strategies for Protecting Construction Workers from Active Shooters Linda Otaigbe, 12/30/15 Construction Risk Management https://enewsletters.constructionexec.com/riskmanagement/2015/12/key-strategies-forprotecting-construction-workers-from-active-shooters/ Leanne Coffman: Workplace Violence Prevention Policy: Xpert HR Articles http://www.xperthr.com/policies-and-documents/workplace-violence-prevention-policy/6388/ Melissa Gonzalez Boyce: How to Prepare for Active Shooter: Xpert HR Articles http://www.xperthr.com/how-to/how-to-prepare-for-an-active-shooter-event-in-theworkplace/22375/ Robin E. Shea: How to Deal with an Employee Who is a Direct Threat to self or others: Xpert HR Articles http://www.xperthr.com/policies-and-documents/workplace-violence-prevention-policy/6388/ Run. Hide. Fight. Surviving and Active Shooter Event Video https://www.youtube.com/watch?feature=player_embedded&v=5VcSwejU2D0 When Tragedy Strikes: How Employers Can Assist Employees Affected by Mass Shootings and Disasters, Mark Phillis, Insight, June 12, 2016 https://www.littler.com/publication-press/publication/when-tragedy-strikes-how-employers-canassist-employees-affected-mass YOUTUBE:Search for Run, Hide, Fight Surviving an Active Shooter –LA County Sheriff Surviving and Active Shooter Event – Civilian Response to Active Shooter Note: Full text of interviews quoted in this book may be accessed at: http://www.improvizion.com

Other Books by Vali Hawkins Mitchell The Manager’s Guide to Bullies in the Workplace: Coping with Emotional Terrorists A Rothstein Publishing Collection eBook As a manager, you can usually handle disruptive employees. But sometimes, their emotional states foster workplace tension, even making them a danger to others. Your own confidence is at risk. In The Manager’s Guide to Bullies in the Workplace: Coping with Emotional Terrorists, noted counselor Dr. Vali Hawkins Mitchell gives you sensible advice for keeping the bully from dominating the workgroup and destroying productivity – and maintaining your own healthy emotional balance at the same time. 2016, 106 pages, $24.99 ISBN: 978-1-944480-12-7 (EPUB); ISBN: 978-1-944480-13-4 (PDF)

The Cost of Emotions in the Workplace: The Bottom Line Value of Emotional Continuity Management Finally, a people management guide that goes way beyond the typical "problem employee" books to help you understand and manage the entire emotional culture of your organization. Many of us have witnessed, sometimes in helpless horror, how a simple problem can spin into a corporate crisis as people take sides, outside professionals are brought in, and company reputations suffer. Dr. Vali calls her groundbreaking solution “Emotional Continuity Management”. Written in business-friendly language, her book provides a wealth of tools that you can use right now to keep your team, department, division, or company on course. 2013, 300 pages, glossary, index, 6″ x 9″ trade paperback, $39.95, ISBN 978-1-931332-58-3