Actual for You - Workplace Violence - 8 Tips For Spotting Early Warning Signs

While the media is quick to highlight the most deadly attacks that occur, the fact is that most employees will be lucky enough to only suffer from simple assaults. However, this is not to downplay the almost 400,000 aggravated assaults, 51,000 rapes and sexual assaults, 84,000 robberies, and nearly 1,000 homicides reported each year. I simply want to acknowledge that the average employee will not have to worry about death so much as being intimidated, struck, or threatened to comply with the assailant either through force or the threat of violence.

Spotting Early Earning Signs

As with all self-defense situations, correct action requires proper understanding so that we can know where to direct our awareness. Knowing what to look for will allow us to notice when something may be brewing and thereby allow us to take preemptive measures to prevent the danger from ever manifesting at all. After all, the ultimate goal of any reality-based protection program should be to set things up so that danger never touches you at all.

Workplace violence situations can be seen to have three aspects or characteristics that work together to produce the damage that inevitably results. Assaults always stem from a causal-based conditioning and never "come out of nowhere." These three parts or aspects are:

1. The assailant or perpetrator of the assault,

2. The preexisting or conditioning factors that cause the assailant to see violence as a justifiable means for attaining their goals, and...

3. An environment that allows for or permits the violent act to be committed without intervention, deterrence, or resistance.

Assaults never happen in a vacuum. They, like everything else, are the products of cause and effect. And, once set into motion - once these three factors are present - the force or conditions will play themselves out sooner or later.

In her book, "Risky Business: Managing Employee Violence in the Workplace", Dr. Lynne McClure describes eight categories of high-risk behaviors that may indicate the need for management intervention. She says these high-risk behaviors are everyday behaviors that occur in certain patterns. While the following clues are just that, possible warning signs, they will give management and employees enough of a basic understanding to cue in on the possibility of danger brewing on the horizon. The warning signs that may signal an impending workplace violence issue include:

• Actor behaviors: The employee acts out his or her anger with such actions as yelling, shouting, slamming doors, and so on.

• Fragmentor behaviors: The employee takes no responsibility for his actions and sees no connection between what he does and the consequences or results of his actions. As an example, he blames others for his mistakes.

• Me-First behaviors: The employee does what she wants, regardless of the negative effects on others. As an example, the employee takes a break during a last minute rush to get product to a customer, while all other employees are working hard.

• Mixed-Messenger behaviors: The employee talks positively but behaves negatively. As an example, the employee acts in a passive-aggressive manner saying he is a team player, but refuses to share information.

• Wooden-Stick behaviors: The employee is rigid, inflexible, and controlling. She won't try new technology, wants to be in charge, or purposefully withholds information.

• Escape-Artist behaviors: The employee deals with stress by lying and/or taking part in addictive behaviors such as drugs or gambling. It's Just So Impossible To Imagine A Life Without Electricity Or Electronic Goods
  It’s just so impossible to imagine a life without electricity or electronic goods. Electronic goods have become such intrinsic part of our lives that we have started taking them for granted. Would not life be such an improbability without refrigerators, water heaters, iron, coffee maker, dryers, air conditioners and dish washers?!Though these items are easily available on high streets, yet owing to several factors, purchasing them always proves to be a harrowing experience. The electronic goods market in UK has reached such a crescendo that a customer is spoilt for choice and gets all confused before settling down with a product from as being intimidated, struck, or threatened to comply with the assailant either through force or the threat of violence.

  Spotting Early Earning Signs

  As with all self-defense situations, correct action requires proper understanding so that we can know where to direct our awareness. Knowing what to look for will allow us to notice when something may be brewing and thereby allow us to take preemptive measures to prevent the danger from ever manifesting at all. After all, the ultimate goal of any reality-based protection program should be to set things up so that danger never touches you at all.

  Workplace violence situations can be seen to have three aspects or characteristics that work together to produce the damage that inevitably results. Assaults always stem from a causal-based conditioning and never "come out of nowhere." These three parts or aspects are:

  1. The assailant or perpetrator of the assault,

  2. The preexisting or conditioning factors that cause the assailant to see violence as a justifiable means for attaining their goals, and...

  3. An environment that allows for or permits the violent act to be committed without intervention, deterrence, or resistance.

  Assaults never happen in a vacuum. They, like everything else, are the products of cause and effect. And, once set into motion - once these three factors are present - the force or conditions will play themselves out sooner or later.

  In her book, "Risky Business: Managing Employee Violence in the Workplace", Dr. Lynne McClure describes eight categories of high-risk behaviors that may indicate the need for management intervention. She says these high-risk behaviors are everyday behaviors that occur in certain patterns. While the following clues are just that, possible warning signs, they will give management and employees enough of a basic understanding to cue in on the possibility of danger brewing on the horizon. The warning signs that may signal an impending workplace violence issue include:

  • Actor behaviors: The employee acts out his or her anger with such actions as yelling, shouting, slamming doors, and so on.

  • Fragmentor behaviors: The employee takes no responsibility for his actions and sees no connection between what he does and the consequences or results of his actions. As an example, he blames others for his mistakes.

  • Me-First behaviors: The employee does what she wants, regardless of the negative effects on others. As an example, the employee takes a break during a last minute rush to get product to a customer, while all other employees are working hard.

  • Mixed-Messenger behaviors: The employee talks positively but behaves negatively. As an example, the employee acts in a passive-aggressive manner saying he is a team player, but refuses to share information.

  • Wooden-Stick behaviors: The employee is rigid, inflexible, and controlling. She won't try new technology, wants to be in charge, or purposefully withholds information.

  • Escape-Artist behaviors: The employee deals with stress by lying and/or taking part in addictive behaviors such as drugs or gambling. Creating A Network That Works
    Do you ever stand in awe of those people who seem to know everybody and everything? I know I do! Regardless of what you're looking for, these people have their finger on the pulse of the 'Net and know where to find it. Their network of resources and people is incredible! Yours can be, too. It's actually very simple to create a network that works to bring you business, offers feedback and provides those resources that we all need to have.---- Make A Wish ListThe first step in creating a network that works is making a list of what you want. Go ahead, think of the perfect situation where you would have anything you needed at your fingerased conditioning and never "come out of nowhere." These three parts or aspects are:

    1. The assailant or perpetrator of the assault,

    2. The preexisting or conditioning factors that cause the assailant to see violence as a justifiable means for attaining their goals, and...

    3. An environment that allows for or permits the violent act to be committed without intervention, deterrence, or resistance.

    Assaults never happen in a vacuum. They, like everything else, are the products of cause and effect. And, once set into motion - once these three factors are present - the force or conditions will play themselves out sooner or later.

    In her book, "Risky Business: Managing Employee Violence in the Workplace", Dr. Lynne McClure describes eight categories of high-risk behaviors that may indicate the need for management intervention. She says these high-risk behaviors are everyday behaviors that occur in certain patterns. While the following clues are just that, possible warning signs, they will give management and employees enough of a basic understanding to cue in on the possibility of danger brewing on the horizon. The warning signs that may signal an impending workplace violence issue include:

    • Actor behaviors: The employee acts out his or her anger with such actions as yelling, shouting, slamming doors, and so on.

    • Fragmentor behaviors: The employee takes no responsibility for his actions and sees no connection between what he does and the consequences or results of his actions. As an example, he blames others for his mistakes.

    • Me-First behaviors: The employee does what she wants, regardless of the negative effects on others. As an example, the employee takes a break during a last minute rush to get product to a customer, while all other employees are working hard.

    • Mixed-Messenger behaviors: The employee talks positively but behaves negatively. As an example, the employee acts in a passive-aggressive manner saying he is a team player, but refuses to share information.

    • Wooden-Stick behaviors: The employee is rigid, inflexible, and controlling. She won't try new technology, wants to be in charge, or purposefully withholds information.

    • Escape-Artist behaviors: The employee deals with stress by lying and/or taking part in addictive behaviors such as drugs or gambling. Customer Service Field Day: Give The Lady What She Wants!
      Marshall Field’s, the trendsetting, always fashionable icon of customer service in retailing, is about to become history in downtown Chicago.Macy’s, its owner, is renaming the store after itself.With the closing of Field’s another bright chapter in the history of customer service is also coming to an end.Field’s was known for carrying special merchandise, for being a place where patrons could meet for lunch, and for marketing savvy.It was so embedded into the popular lore that Chicagoans made Marshall Field, its founder, an icon of accomplishment, and a symbol of business success.My father used to tell the story at may indicate the need for management intervention. She says these high-risk behaviors are everyday behaviors that occur in certain patterns. While the following clues are just that, possible warning signs, they will give management and employees enough of a basic understanding to cue in on the possibility of danger brewing on the horizon. The warning signs that may signal an impending workplace violence issue include:
      • Actor behaviors: The employee acts out his or her anger with such actions as yelling, shouting, slamming doors, and so on.

      • Fragmentor behaviors: The employee takes no responsibility for his actions and sees no connection between what he does and the consequences or results of his actions. As an example, he blames others for his mistakes.

      • Me-First behaviors: The employee does what she wants, regardless of the negative effects on others. As an example, the employee takes a break during a last minute rush to get product to a customer, while all other employees are working hard.

      • Mixed-Messenger behaviors: The employee talks positively but behaves negatively. As an example, the employee acts in a passive-aggressive manner saying he is a team player, but refuses to share information.

      • Wooden-Stick behaviors: The employee is rigid, inflexible, and controlling. She won't try new technology, wants to be in charge, or purposefully withholds information.

      • Escape-Artist behaviors: The employee deals with stress by lying and/or taking part in addictive behaviors such as drugs or gambling. Trends Worth Billions – Changing Hindsight into Foresight (Part 2 of a 3-Part Series)
        Trends create business opportunities for those who can spot them. An example of how a trend creates opportunities is the pizza industry. Back in the early 1960s, pizza was primarily a snack food eaten in a restaurant. But by the 70s, consumers were picking up pizza to eat at home and pizza delivery took off. As its popularity grew, competition increased. So did the marketing hype. Pizza is now available in every shape, size and convenience. Each time we ate a pizza, we unwittingly participated in growing the trend, which is just a small slice of the fast food trend.The pizza trend didn’t appear overnight nor was it the result of a savvy entLI>Me-First behaviors: The employee does what she wants, regardless of the negative effects on others. As an example, the employee takes a break during a last minute rush to get product to a customer, while all other employees are working hard.

      • Mixed-Messenger behaviors: The employee talks positively but behaves negatively. As an example, the employee acts in a passive-aggressive manner saying he is a team player, but refuses to share information.

      • Wooden-Stick behaviors: The employee is rigid, inflexible, and controlling. She won't try new technology, wants to be in charge, or purposefully withholds information.

      • Escape-Artist behaviors: The employee deals with stress by lying and/or taking part in addictive behaviors such as drugs or gambling.

      • Shocker behaviors: The employee suddenly acts in ways that are out of character and/or inherently extreme. For instance, a usually reliable individual fails to show up or call in sick for work. A person exhibits a new attendance pattern.

      • Stranger behaviors: The employee is remote, has poor social skills, becomes fixated on an idea and/or an individual.

      It can no longer be seen as a luxury or add-on to include procedures and training for dealing with workplace violence in your company's health and safety system. The costs, financially as-well-as to productivity, employee stress, and more, are far too great. Understanding and awareness are always the first step in to developing an effective plan. But, a solid, intelligently throughout and administered plan includes procedures, strategies, and techniques for, not only prevention and intervention, but deterrence and defensive action as well. The safer employees feel at all levels of an organization, the more relaxed the atmosphere and the greater the productivity.

      Remember: Safety and protection is not a choice. It's a responsibility!

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