In today's headlines, articles about employees being assaulted and murdered in the workplace are appearing more frequently. Historically, this threat of bodily harm and possible psychological trauma came from outsiders (e.g., during holdups). Today, more and more, we find it comes from within through a co-worker or a spouse. This article will deal with potential violence in the workplace from insiders.

A 1993 Northwestern National Life Insurance survey estimated that 2.2 million Americans were attacked at work during the preceding 12 months and that another 6.3 million were threatened. One out of 12 Human Resources managers responding to an American Management Association Survey last year stated that at least one violent workplace death had occurred within their organization in the past 4 years. This same survey found that 35.4 percent reported some kind of violent incident since the beginning of 1990. One third of the respondents said they had more than one violent workplace incident since 1989. One of every four managers said their organizations had experienced a threat of violence; 17.3 percent reported at least one incident of employees suffering post-traumatic stress. One of every 10 managers reported at least one injury resulting in hospitalization and 15.3 percent reported less serious injuries.

For over 100 years the U.S. has had a higher incident rate of violence in the workplace than other developed nations. The Justice Department reports that nearly one million violent crimes--or almost one-sixth of all reported violent crimes in the country--occur in the workplace. It estimates that 8 percent of rapes, 7 percent of robberies and 16 percent of assaults occur in the workplace yearly. Workers have a one in four chance of being the victim of some form of violence at work.

Most homicides occur among friends, relatives and acquaintances, and violence among co-workers is on a steady rise. Most of these homicides result from arguments or disputes between two people who know each other well, such as co-workers. A seemingly simple verbal conflict eventually escalates into a violent act. In many instances, those who witness adversarial verbal exchanges fail to see the danger of the situation, the problem remains and violence eventually ensues.

The National Institute for Occupational Safety and Health (NIOSH) reports that violence specifically directed against employers and employees by other employees is now the fastest growing category of homicide in the U.S. From 1980-1989 nearly 12% of workplace deaths were classified as homicides. This was the third leading cause of death in the workplace. Data also reveals that homicide is the leading cause of death for women in the workplace accounting for 42% of all on the job fatalities.

NIOSH figures show that 17% of on the job fatalities in 1992 were attributed to homicide. During that year alone, approximately 111,000 incidents of workplace violence were reported. Not only did these incidents result in 1,072 deaths and thousands of injuries, but also an estimated 4.2 billion dollars in related costs for employers.

Workplace violence, particularly that perpetrated by one worker against a co-worker or management, rarely occurs without warning signs or symptoms:

WARNING SIGNS

There are common signals and causes that may often precede most violent acts:

• Verbal disputes that aren't settled and escalate (often two persons who know each other). Disputes are often trivial in nature (employer-employee arguments over business relationships).
• Person that sees themselves as the victim.
• Dispute pattern builds and intensifies.
• Victim engages in provocative behavior that they don't often realize, and trigger the attack.
• Violence is often preceded by feelings of resentment, jealousy, helplessness.
• Anger and extreme stress are clearly visible in the person’s demeanor.
• Threats, intimidation, verbal challenge and insulting comments from the attacker occur.
• Violence is often preceded by acts of pushing or other physical contact by the attacker/ victim.
• Substance abuse contributes greatly to the possibility of violence.
• Unusual/changed behavior
• Unshakable depression

RECOGNIZING THE SYMPTOMS

• Go with your "GUT FEELING" (each employee knows what is acceptable behavior)
• Take note of verbal threats against yourself, other employees or management.
• Recognize the person with an "unnatural intensity of feelings", hurts (real or imagined) fester and grow in that person's mind.
• Persons that are totally convinced they are right are difficult to reason with and often times will not accept normal methods of seeking redress
• Substance abuse and alcoholism can be contributors to violence, recognize the symptoms.
• ersons who see conspiracies everywhere, such as, 'everyone in the company is out to get me' should have their behavior monitored.
• atch for vandalism and theft.
• Are you receiving threatening e-mail, notes on your desk, threats on voice mail or hang-ups and or silence on the phone line?

WHAT THE VICTIM SHOULD DO

• Notify your supervisor if you are a victim of threats (trust your instincts!!!).
• Document all incidents, save any evidence.
• Don't challenge unstable persons; let management's crisis intervention team deal with it.
• Do not ignore threats whether verbal or physical in nature (they will only escalate). Recognize changes in your co-workers behavior.
• Avoid working alone after hours until the issue is resolved.
• If an incident with a co-worker has occurred, take notice of any vandalism to your work area.
• Advise your supervisor if you’re having spousal difficulties that you fear could escalate so that company can take security precautions.

When these or other signs and symptoms are present, there are reasonable measures that potential victims and management can take to help lesson the potential for violence in the workplace.

MANAGEMENT'S RESPONSIBILITY

Key factors are early awareness and effective, professional management of conditions before problems arise. Potentially violent interpersonal events are usually predictable. Training in perception and awareness can help managers recognize and manage these volatile situations.

• Clearly communicate senior management's decisive stance of zero tolerance for harassment or workplace violence.
• Educate employees about the issue, including the nature and availability of the company's training program (address dangerous conditions), and how to report incidents.
• A true, open-door mentality has to be created for people in the office or assembly line who will be the first ones on notice.
• Management should establish an atmosphere of "team effort" to encourage all employees to be involved.
• Establish a confidential employee assistance program (EAP) to allow employees with personal problems to seek professional help.
• Establish people-sensitive processes for potentially negative circumstances, such as termination and or downsizing.
• Consult with your safety professional for suggestions on premises security (including controlled access, personnel identification policies and procedures, equipment and facility design, background checks (criminal records check where appropriate), and sensitivity and nonforce conflict resolution training to security personnel, checks of employees, and providing a safe work environment under the General Duty Clause of OSHA.
• Supervisor training in conflict management should be provided to recognize the potentially dangerous employee and to take action when appropriate. They must also be trained to show sensitivity to any concerns raised by employees and a willingness to address them.
• Establish an 'intervention team' to address employee concerns. Team should be comprised of management and line staff.
• The intervention team can interview the victim, any witnesses and be prepared to deal with the situation.
• Finally, the intervention team should perform a 'fitness-for-duty' evaluation and make recommendations to management.

The experts will tell you that preventing violence in the workplace has nothing to do with luck and everything to do with good planning. The single biggest deterrent is to avoid hiring your problems in the first place through good hiring practices. This means making thorough background checks, calling references and prior employers, questioning all gaps in employment and trusting your gut feelings.