Today, workplace aggression and violence have become a source of growing concern and one of the main topics of the organizational behavior theory and practices of human resource management. According to data from the U.S. Department of Labor (2016), the rate of work-related homicides increased in 2015 by 2%. Workplace violence encompasses psychological or physically aggressive behaviors that cause harm to personnel or an organization as a whole and frequently result in serious and fatal injuries (Taylor & Kluemper, 2012; Dillon, 2013; De Puy et al., 2015). Therefore, organizations should implement workplace violence prevention programs in order to provide their personnel with a safe working environment. The primary question of a Senior Professional in Human Resources (SPHR) should be designed to clarify if the CEO of Company XYZ has a license to carry a concealed gun. Furthermore, while counseling Betty Smith, the Director of HR, and helping her analyze the situation, the Senior Professional in Human Resources (SPHR) should ascertain whether there are potential predictors of violent behavior within the organization as follows:   * Previous violence victimization (De Puy et al., 2015, p. 218);   * Incidents of verbal threats and harassment (Dillon, 2013);   * Employees’ addiction to aggression;   * Workplace incivility (Taylor & Kluemper, 2012, p. 316);   * Symptoms of psychological distress in employees (De Puy et al., 2015). Also, the Senior Professional in Human Resources (SPHR) should ask questions to reveal if there is any source of violence in the company, including “criminal, customer or client, co-worker, and domestic op personal violence” (Dillon, 2013, p. 16). The Senior Professional in Human Resources (SPHR) should ask Betty Smith about organizational stressors, such as adverse work conditions, inadequate wages, inordinately bureaucratic styles of management, lack of autonomy, strict hierarchy, irrelevant supervision, and interpersonal conflicts. What is more, it is essential to clarify if other employees bring guns concealed. The right to possess a firearm is one of the civil liberties of Americans; it is protected by the Second Amendment to the United States’ Constitution. Today, residents of the forty states can easily obtain a permit to conceal a gun. Due to the concealed carry permit and the Second Amendment, ordinary citizens frequently carry firearms for self-defense in public (Lindgren, 2014; McGinty, Wolfson, Sell, & Webster, 2016). Undoubtedly, people feel calmer and more confident, having a weapon. They know that they can protect themselves, their loved ones, and their property at any time. In addition, fearing rebuff, perpetrators try to avoid conflicts with armed citizens. However, everyone who intends to carry a gun concealed at work should take into consideration the organizational and cultural environment. If the CEO of Company XYZ brings his gun to work, the relationships between the senior managers and employees will not improve. Instead, this idea is associated with increased antagonism, organizational stressors, and disrupted interactions within the organization. In order to prevent the escalation of potential downsizing-related conflicts into armed violence, the CEO and HR Director of Company XYZ should re-evaluate their managerial practices and leadership style. The decision on involving covert “armed”