Workplace Violence: SAV-T First

1. Workplace Violence: SAV-T First E. Kevin Kelloway, Ph.D. Canada Research Chair in Occupational Health Psychology Director, CNCOHS Cover PageCover Page

2. 0900 – 1015 – What we know about workplace violence 1015-1045 Break 1045 – 1200 SAV-T First Content Page 2Content Page 2

3. “Work, is by its very nature, about violence—to the spirit as well as to the body. It is about ulcers as well as accidents, about shouting matches as well as fistfights, about nervous breakdowns as well as kicking the dog around. It is, above all (or beneath all), about daily humiliations. To survive the day is triumph enough for the walking wounded among the great many of us (Terkel, 1974, p. xi). Content Page 1Content Page 1

4. Going Postal - Postal Shootings in the U.S. Mid 1990s OCTRANSPO shootings in Canada - 1999 Columbine Massacre - 1999 September 11, 2001 Countless other tragedies Content Page 2Content Page 2

5. High profile cases are the most atypical Solutions based on media reports do not address the real problems Need to understand what workplace violence is, and how it happens in the workplace Content Page 2Content Page 2

6. AGGRESSION: behavior that is enacted by an individual(s) within or outside an organization, intended to physically or psychologically harm a worker or workers, and occurs in a work-related context (Schat & Kelloway, 2005) VIOLENCE the attempted, threatened or actual conduct of a person that endangers the health or safety of an employee, including any threatening statement or threatening behaviour that gives an employee reasonable cause to believe that the employee is at risk of injury.(NS Department of Environment & Labor, 2006) All violence is aggression, but not all aggression is violence Content Page 2Content Page 2

7. Myths and Facts Content Page 1Content Page 1

8. Schat, Frone & Kelloway (2006). Representative sample of U.S. workers, 6% experience physical attacks (excluding threats) 41% experience aggression (threats, profanity etc) Stats Canada 2005 – 20% of violent crimes happen in the workplace Content Page 2Content Page 2

9. Taken from wave 1 of the Nova Scotia Workplace Stress Survey (Kelloway & Francis, 2006) Representative sample of 1400 Nova Scotians 20.9% reported being a victim of violence (as defined in NS) 9% were hit, kicked or shoved 11.8% had objects thrown at them 12.6% were threatened with physical assault 2.7 % were threatened with a weapon Content Page 2Content Page 2

10. Implication for Practice #1 We need to do something to prevent workplace violence Many OHS jurisdictions (including NS) now require specific preventative measures Cover PageCover Page

11. Almost all physical violence in the workplace originates with clients or members of the public Coworker-coworker or Supervisor-coworker violence is extremely rare Cannot even be evaluated in many studies Schat, Frone & Kelloway (2006) workers are 4 times more likely to experience violence from members of the public than from supervisors or coworkers Content Page 2Content Page 2

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13. Implication for Practice #2 Solutions that [a] focus on employees or [b] require the compliance of individuals are likely to be ineffective in and of themselves This includes “violence policies” and “respectful workplace” programs Cover PageCover Page

14. Even when dealing with actively psychotic individuals, violence is a predictable phenomenon. Schat et al. (2006) = violence varies by occupation, gender, age, education There are known risk factors for violence – based on both occupational and individual characteristics Content Page 2Content Page 2

15. Scheduling – work alone, nights, weekends Authority – deny a service, make decisions about others, supervise/discipline others, security functions Valuables – items of value, alcohol, drugs, money, guns, cigarettes, gas Taking care of others – physical or emotional care Content Page 2Content Page 2

16. Survey of Metro Transit Bus Operators 60% experienced physical violence from members of public 33.5% object thrown at them 13.5% hit kicked or shoved 50.6 threatened with assault 5.9% threatened with a weapon 1.2% attacked with a weapon Content Page 2Content Page 2

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19. Implication for Practice #3 Violence prevention has to take a risk management approach. Risks include both the occupation and the nature of the tasks performed Cover PageCover Page

20. Violence is a purposive activity Violence is committed by people because by doing so they can: (1) force others to comply; (2) restore justice when they believe they have been wronged; (3) achieve a desired image or reputation; and (4) entertain themselves with a potentially risky activity.” (Felson, 2005). Content Page 2Content Page 2

21. Criminal activity Frustration/anger – denial of service, restriction of freedom etc. Marital/spousal violence – work as a social address Content Page 2Content Page 2

22. Implication for Practice #4 Prevention strategies need to focus on the situation NOT on the individual Cover PageCover Page

23. Physical violence is almost always preceded by an escalation (profanity, threats, raised voices etc) Not all aggression escalates into violence, but violence is almost always preceded by aggression Content Page 2Content Page 2

24. 47% of violence victims (vs 14% of non-victims) had been the target of obscene gestures; 51% of victims had been treated with disrespect (vs 24% of non-victims) 54% of those who had been threatened had also been hit, kicked or shoved 40% of those who had been threatened had also had an object thrown at them Content Page 2Content Page 2

25. 500 employees of a long term care facility 21.7% experienced violence from residents 1.3% from families 0.4% from coworkers 0.2% from supervisors Best predictors of violence were [a] being called names, [b] being sworn at Content Page 2Content Page 2

26. Implication for Practice #5 There are clear warning signs that we need to pay attention to in day-to-day operations. Both managers and employees need to know the warning signs and what to do This is the basis of the SAV-T first approach Cover PageCover Page

27. Circles of Victimization Content Page 2Content Page 2

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29. 27% of respondents reported that there was some form of workplace violence program in their workplace 14% had used the program Programs can focus on primary, secondary, or tertiary intervention Content Page 2Content Page 2

30. Physical Security Remove self from situation De-escalation Conflict resolution/mediation Risk assessment Organizational Policies and Practices Content Page 2Content Page 2

31. Self-defense training PPE Training in dealing with abusive/aggressive individuals (Understanding, Prediction, & Control) Social Support (from coworkers, from supervisors, from organization) Organizational tolerance/security climate? Content Page 2Content Page 2

32. Counseling EAPS Critical Incident Stress Interventions Workers’ Compensation Content Page 2Content Page 2

33. Implication for Practice #6 “Prevention” has to including preventing/remediating the effects of violence as well as preventing the act itself Cover PageCover Page

34. 1. We need to do something to prevent workplace violence 2. Solutions that [a] focus on employees or [b] require the compliance of individuals are likely to be ineffective in and of themselves 3. Violence prevention has to take a risk management approach. 4. Prevention strategies need to focus on the situation NOT on the individual 5. There are clear warning signs that we need to pay attention to in day-to-day operations 6. “Prevention” has to include preventing/remdiating the effects of violence as well as preventing the act itself Content Page 2Content Page 2

35. Thank You!! Questions? Cover PageCover Page

36. Approaches to Intervention The Legislative Framework Cover PageCover Page

37. Workplace violence regulations passed in 2007 require a Risk assessment Prevention plan that includes Employer statement Risk mitigation strategies Information for Employees Employee training Consultation with OHS committee or worker representatives as applicable Content Page 2Content Page 2

38. Risk assessments are required to consider violence that has occurred in the workplace in the past; violence that is known to occur in similar workplaces;  the circumstances in which work takes place; the interactions that occur in the course of performing work; the physical location and layout of the workplace. Risk assessments must be documented Must be redone if material change in any of the above; if planning a new work facility or if ordered Should involve consultation Risk assessment must be repeated every 5 years Content Page 2Content Page 2

39. Must be posted in the workplace in a prominent place(s) and be available to employees Must include a statement of the employer’s recognition that violence is an occupational health and safety hazard at the workplace; a statement of the employer’s recognition of the physical and emotional harm resulting from violence; a statement of the employer’s recognition that any form of violence in the workplace is unacceptable; a statement of the employer’s commitment to minimize and, to the extent possible, eliminate the risk of violence in the workplace.   Content Page 2Content Page 2

40. Legislation allows you to (i)  take and document reasonable measures to minimize and, to the extent possible, eliminate the risk of violence in the workplace, or  (ii)    adopt a code of practice on violence in the workplace published by the Director governing the primary business conducted at the employer’s workplace; Content Page 2Content Page 2

41. All employees must be provided with information on the nature and extent of the risk and on any factors that may increase or decrease the extent of the risk. And Except as prohibited by law, the duty to provide information to an employee under subsection (1) includes a duty to provide information related to a risk of violence from a person who has a history of violent behavio[u]r if that person is likely to be encountered by the employee Content Page 2Content Page 2

42. All employees exposed to significant risk or who perform a function under the plan must be provided with training that includes the rights and responsibilities of employees under the Act; the workplace violence prevention statement;  the measures taken by the employer to minimize or eliminate the risk of violence; how to recognize a situation in which there is a potential for violence and how to respond appropriately; how to respond to an incident of violence, including how to obtain assistance; how to report, document and investigate incidents of violence.   Content Page 2Content Page 2

43. Employers have a duty to document and investigate all violent incidents Employers have a duty to inform employees or representatives of remediation measures Employers have a duty to ensure that victims are provided “appropriate debriefing” and are advised to seek appropriate treatment or counselling   Content Page 2Content Page 2

44. Approaches to Intervention What the Data Tell us Cover PageCover Page

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48. SAV-T First (and Second): An evidence based workplace violence intervention E. Kevin Kelloway, Ph.D. Canada Research Chair in Occupational Health Psychology Cover PageCover Page

49. Capitalize on predictability by teaching employees and managers to recognize and assess risk Provide a decision-making guide for employees and managers (when to talk and when to run) Ground both prediction and decision making in empirical data (an evidence based approach to violence prevention) Content Page 2Content Page 2

50. Situational – job duties/tasks/situations that increase the risk of violence – risks are fairly static and unalterable Imminent risk – rooted in the current interaction, signs that the situation is becoming volatile; risks are dynamic and changeable The assessment of workplace risk must [a] be immediate, [b] not be complex (e.g., multi-item checklists) and [c] must not be based on prior or deep knowledge of the individual Content Page 2Content Page 2

51. Scheduling – work alone, nights, weekends Authority – deny a service, make decisions about others, supervise/discipline others, security functions Value – items of value, alcohol, drugs, money, guns, cigarettes Taking care of others – physical or emotional care Content Page 2Content Page 2

52. Environmental and organizational actions Awareness of risky situations Visibility Backup Security Exit plan Content Page 2Content Page 2

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54. Based on the notion of the assault cycle Swearing Agitation Volume Each of these increases risk and should be dealt with at the time; calming, de-escalation, establishing boundaries As the number of elements increases, security provisions (i.e., having someone else attend or be on stand by; call for a supervisor) should be taken Threat - calls for an immediate cessation of the interaction; call for security/police Content Page 2Content Page 2

55. Empathic listening Avoid being judgmental Give your undivided attention Focus on feelings Use silence Use restatement Content Page 2Content Page 2

56. Set Limits Explain which behavior is inappropriate Explain why the behavior is inappropriate Give reasonable choices and consequences Allow time to choose Enforce consequences Content Page 2Content Page 2

57. Defusing Get them to say “yes” Remain calm Help them save face Use Humour Use distraction/make requests Provide a non-violent and productive course of action Go from “light” to “heavy” interventions Content Page 2Content Page 2

58. If SAV continues then abort the interaction, get a supervisor, call police Regardless of any other behaviors a verbal or physical threat requires Immediately ending the interaction Getting away from the individual Getting help Content Page 2Content Page 2

59. THANK YOU !! Questions? Cover PageCover Page