workplace violence - Preston Global
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The Great Spirit is always angry with men who shed innocent blood.
— Native American (Iowa Tribe) proverb.

People bring personal baggage — emotional and otherwise –into job-furnishing plants, offices, warehouses, institutions and similar facilities.

Alarming numbers of emotionally troubled men and women enter working environments daily.

Fluctuating percentages of each sex may, at any time, lose self-control as a result of  varying depths of anger, frustration, fear, resentment, obsessions,  and other psychological pressures.

Workplace violence is a societal issue, a medical problem, a management priority calling out for early detection and impeding, and a legal matter important to perpetrator and victim.

Near Countless Reasons

Within this set are individuals suffering from combinded disturbances. When the human mind and body can’t tolerate stressful conditions, inner flames burn higher until self-control disappears.

Causes may originate from illegal drugs, alcohol, over-medication, peer pressure, unresolved relationship crises, neuroses, hallucinations, economic distress, misunderstandings, a poor corporate culture, unexpected disturbing news, childhood abuse, bullying, and desire to die.

The list continues. Behavioral typologies identify persons committing WPV as “asocial, hypersensitive, dissocial and/or mentally ill.”

A history of enjoying previous violent acts motivates primarily men. Why were they employed in the first place? Horrible vetting, but a few slip through cracks despite extensive background checks.

Hallucinations, intermittent explosive disorder, and neurotic or psychotic disorientation – voices — provoke grievous responses.  Either difficult or impossible to restrain, the end result from such impulsions is workplace violence. 

WPV arrives in an excitable, temperamental form, or it may well present as something opposite – something secretive. A number of disturbed offenders do not consistently desire revealing their hatred, distress, anxiousness to get revenge in an open manner.

They prefer avoidance of attention, so long as the feat satisfies his or her intention of “paying back.”

Affiliated/unaffiliated, location, job title and duration, male or female, personal status, and extents of anger may be somewhat germane to events, but only for empirical interpretation.

All of this manifests predicaments.  One aspect following an episode and never to ignore is accurately determining whether the incident could be violence in the workplace and terrorism.

Yes, WPV might be terrorism, too!  But that depends on the entirety of what occurs –  why, how, when and by who to whom.

We consider WPV “physical or/and emotional aggression between two or among several entities, occurring within property boundaries of a commercial enterprise.” Our delineation adds other factors.

Even if the primary victim isn’t harmed, an unrelated casualty can make a case against responsible parties.

People within certain workplace areas can be harmed although never intended as targets. One exception is the indiscriminate active shooter who couldn’t care less.

Unclear definitions lacking sufficient references to actual meanings of workplace violence complicate answers to essentially valid questions; some, we have found, logically refute published legal interpretations.

However, if terrorism is the motive, then a greater classification of crime presents further analysis with respect to the ultimate charge. Exceptional legal guidance must not be ignored.

Of highest priority is clear and accurate representation of facts, otherwise the Court may be obliged to dismiss if not alter criminal or civil complaints.

Here again, past encounters with these incidents plainly illustrate advantages of highly qualified legal as well as crisis professionals in concert when serving the same client.

Attention to Personal Safety

According to the Occupational Safety and Health Administration (OSHA), nearly two million people in the U.S. are victims of workplace violence each year.  Although improving, doubtlessly the results of enhanced business leadership attention, a slight majority of all WPV incidents never are reported.

This results in questionable estimations replacing accurate numbers.

We do know healthcare, transportation, and education have been more susceptible to workplace violence than other employment stations for years. But that fact doesn’t justify relaxation in any employment venue.

WPV drains precious resources from organizations affected, especially with no or relaxed rules. It places humans at risk. It diminishes profits.

The need to prevent whenever possible and to attenuate adverse effects becomes obvious. Regrettably, no universal acceptance of this premise has been realized.

Cost-benefit ratios support greater attention, education, and improved responsiveness whereby management intends to decrease opportunities yielding violence in the workplace.

A recent study by the Society for Human Resource Management revealed that one out of seven employees feels unsafe at work.

This, alone, adversely influences production, morale, and attitudes toward leadership.

We’ll report more data, beneficial advice, ways to spot potential ferocity, and tendencies that can help leaders of any size business upgrade internal security.

Watch for these addendums in this section — coming soon.