PREVENTING VIOLENCE IN THE CAP WORKPLACE

Introduction

Joe Smith was mad. How could the evaluator possibly fail him on his
checkride? The guy was nowhere near the pilot Joe was, and this failure
was going to cost him his CAP flying position. Well, Joe would fix that.
The evaluator was due to fly again in an hour. Joe wondered just how
good a pilot he would be when his fuel line suddenly came loose in
flight. The evaluator couldn't submit Joe's checkride score if he wasn't
around could he? Joe headed out to the flight line and he was beginning
to smile.

While this example is fictitious, and a bit extreme, it could happen --
to you! Millions of Americans are the victims of workplace violence
every year. Millions more are harassed or threatened. The Civil Air
Patrol is addressing workplace violence because we want to promote
awareness in our members in both their professional and private lives.
In today's society of extraordinary stress and increasing pressure to
"do more with less", it is important to understand why violence occurs.
It's also important to recognize the signs of a potentially dangerous
situation, prevent instances of violence and have an emergency action
plan in case the unthinkable happens and you find yourself or your
co-workers victims.

# Causes of Workplace Violence

Workplace violence can be defined as "physical or verbal outbursts
directed at an individual or organization. This can include physical
violence, vandalism, arson, threats, harassment, or intimidation." But
why do individuals resort to violence? Although there can never be any
"reason" for inflicting violent behavior on anyone, there are many
contributors which can lead individuals to become frustrated, angry and
in the end -- violent. Some of these factors are listed below:

1\) An unstable economy -- fear over the company's ability to survive
can lead to concerns about job security and the ability to provide for
family.

> 2\) Widespread job layoffs- when people are concerned about layoffs
> and not getting another job, anxiety builds. Perceived unfairness at
> promotion opportunities can lead to high stress levels and "get them
> before they get me" attitudes.
>
> 3)A rigid, authoritarian style of management -- people need to feel
> they are appreciated and are considered part of the team, not just a
> number.
>
> 4\) Insensitive terminations -- firing or layoffs are some of the most
> traumatic events of life. Callousness can only heighten the stress and
> anger.
>
> 5\) Pressure for increased productivity -- the "doing more with less"
> phenomena. At some point, people reach their peak and pushing harder
> only causes diminishing returns
>
> 6\) Lack of individual responsibility -- this depends entirely on
> individual character and sense of integrity. But, if someone feels
> they have been unfairly discriminated against, and they "know" who is
> at fault, they may decide to "make them pay".
>
> 7\) Psychological instability -- this is the wild card and cannot be
> predicted. However, there are signs that an individual is not acting
> normally. These will be discussed next.

Although the list is not all-inclusive, it showcases the more
predominant causes of workplace violence. These conditions can lead to
conflicts, confrontations and eventually, tragedy. Obsessive love
affairs, unrequited love and even domestic disputes can spillover into
the workplace and cause people to resort to violent behavior. Now that
we've discussed some of the factors, let's look at how you recognize the
warning signs.

# Warning Signs of the Potentially Hostile Workplace

Members resorting to violence don't just "snap", they leave warning
signs along the way. In some cases they are hoping to get caught or may
even be crying out for help. It is up to everyone to recognize and
report individuals who exhibit hostility and openly threaten others or
the organization. Knowing what to look for can prevent tensions from
escalating into violence and can even save lives.

The first sign that an individual may be contemplating revenge against
either a specific person or organization is an open threat. There are
three types of threats; the first is a direct threat such as "I'll get
even with him". This is the most personal and should be considered the
most critical warning sign. Report this to your supervisor or the person
threatened immediately. The second type is a veiled threat. This type of
threat is usually indirect and uses hypothetical situations like, "I
wonder what would happen if somebody crashed the mainframe computer?"
Again, report this type of threat immediately. The third type of threat
is the conditional threat such as, "If they fire me, somebody is going
to get it." As with the other threats, reporting this immediately could
prevent damage to CAP property and save lives.

However, there are other less obvious signs that an individual is
contemplating physical violence. While not outward measures of
aggression, they should still be viewed in terms of their potential for
hostility. If nothing else, they may indicate a troubled person and one
in need of professional help. These other signs are if a person:

1\) is usually argumentative

2\) doesn't cooperate well with others

3\) has a problem with authority figures

4\) frequently blames others for his or her problems

5\) displays marked changes in work patterns like tardiness or
absenteeism

6\) demonstrates extreme or bizarre behavior

7\) frequently appears depressed

8\) is involved in alcohol or drug abuse

9\) has a history of violence

It is important to remember that a potentially violent person may not
exhibit any, some or all of these characteristics. Not all incidents
involve bodily injury to others. Stalking and touching other members,
shouting or otherwise intimidating others is also considered violence,
and should be reported. These are early signs and may be precursors to
more violent tendencies. Equally important is not jumping to hasty
conclusions or judging people prematurely or unfairly. Try to talk to
the person and see if the behavior is simply related to a "bad day" and
not a long-term problem. The best discriminator is simply using common
sense and avoiding stereotyping people or being consumed by paranoia. Be
on guard, but don't suspect every little thing is leading to disaster.

# General Preventive Measures to Combat Workplace Violence

Violence is the act of an irrational person and it can be extremely
hazardous to openly confront someone in the act of exacting revenge
against those they perceive as having wronged him or her. However, you
can take measures to minimize someone's behavior escalation from bad
feelings to physical violence. The first step is to educate yourself and
your subordinates about early warning signs and contributing factors to
workplace violence. Everyone needs to realize that in today's
environment, external stresses can create enormous pressures and release
from these stresses may come in the form of violence at the unit. People
may have high expectations placed on them by family members or they may
do it to themselves. In either case, failure to meet goals may trigger a
violent reaction. The second step to prevention is to routinely conduct
"feedback" sessions with your subordinates and encourage other
supervisors to as well. Feedback provides members with realistic goals
and expectations and a chance to voice complaints. This will prevent
misperceptions of performance and give you more hands-on knowledge of
what your people are concerned about, how they feel about their role in
the unit and what they expect in the future. This could be critical in
early detection of disgruntled members and prevent misperceptions from
spiraling out of control. Thirdly, cultivate and maintain an "open door"
policy. This ensures everyone feels they can come to you with complaints
and concerns. If people feel they are being heard and they are part of
the organization, instances of dissatisfaction are reduced and people
are more productive. Finally, take every threat seriously. If someone
elevates a concern or threat, thoroughly investigate it immediately.
This protects all members, the member under investigation and the CAP.
We can never completely eliminate the threat of violence, but we can
take steps to minimize the possibility.

# Stress Reducing Techniques and Their Value as Preventive Measures

Stress is probably the biggest contributing factor in workplace
violence. The stresses of everyday life and unexpected problems can
simply be too much for people to handle. Fortunately there are many
things you can do to reduce stress and realize no problem is
insurmountable. Some of these basic stress management techniques are:

1\) Eat a balanced diet -- skipping meals or consuming large amounts of
sugar can make people feel more irritable, argumentative and combative.

> 2\) Talk to others about how you are feeling -- usually, just talking
> with others and having someone to listen to will make problems seem
> more manageable and may present solutions you didn't think of.
> Remember, this is a two way street, be a good listener if someone else
> has a problem, and get help if it is more than you can handle.
>
> 3\) Build good relationships with people -- again, if you are
> considered someone who cares, people will come to you with their
> problems and you will recognize when things aren't right.
>
> 4\) Establish regular sleeping patterns -- the amount of sleep you
> need depends on you. However, 6 -- 8 hours a night is usually the
> norm. Continually working with 4 hours or less will eventually take
> its toll on you and others.
>
> 5\) Exercise regularly -- this is a great way to stay in shape and
> feel good about yourself. It also provides an opportunity to get out
> of the office and think about problems in another environment.
> Besides, it can be great fun!
>
> 6\) Moderate alcohol intake and avoid drugs -- while we're not saying
> avoid alcohol altogether, it does lower individual inhibitions and may
> make people feel invincible. This could lead to unwanted behavior and
> definite trouble. Drugs (excluding those prescribed by a doctor) are
> never a good idea, are prohibited and can only result in loss of your
> job, jail time or worse.

Each of these techniques helps you better deal with stress physically
and emotionally, and will help you feel better about yourself, your
co-workers and life.

Conflict resolution is still another way to reduce stress. Keeping
problems bottled up inside will only make them seem worse and
insurmountable. If you have a problem with a specific person, seek that
individual out and ask to speak openly and honestly with them. It is
possible they don't even know that there is a problem. Sometimes a
mediator is required to help negotiate a settlement between two parties.
But the goal should be the same: an amicable solution to the problem at
hand and resumption of a productive work environment. Conflict
resolution can defuse problems before they become explosive and prevent
small problems from becoming major issues. However, conflict resolution
should not be undertaken lightly and only by specially trained
personnel. If at any time you feel over your head, seek advice from your
supervisor or professional guidance. Dealing with day-to-day problems
(motivation, wear of the uniform, minor conflict type details) is okay,
but if it involves serious, long term issues then you might need to
defer to a professional counselor. For more information, review the
lesson on conflict resolution.

# Emergency Action Plans for Workplace Violence

Despite all your efforts, violence may come to your unit and you need to
be prepared. Each work environment will have unique characteristics that
will drive the emergency action plan, but in general, any plan should
include at least the following:

> 1\) An education course for members that emphasizes stress management,
> describes factors in unit violence and identifying warning signs.
>
> 2\) Clearly mark exits and have a plan for escape should a violent
> incident occur. This should mirror your fire escape plan to minimize
> confusion.
>
> 3\) Ensure telephones have direct dial 911 access. Any delay in
> contacting security or emergency medical services could cost lives.

4\) First aid kits in the office for treating injuries should the
unthinkable happen.

These steps may seem extreme, but violence in the unit can be extreme
too! Whatever plan you develop, make sure your employees know it and how
to implement it.

**Conclusion**

Violence in the workplace is a fact of life today. The pressure to
perform at an exceptional level and to climb the "corporate ladder" can
be high. Ignoring the early warning signs of hostile or threatening
behavior can lead to tragedy. Educating personnel, encouraging people to
communicate their problems and concerns and actively addressing problems
will foster an environment of cooperation and promote teamwork. If a
violent incident does take place however, have an action plan in place
and don't become a statistic.