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OSHAcademy Course 720 Study Guide
Copyright © 2000-2013 Geigle Safety Group, Inc.
Preventing Workplace
Violence

Copyright © 2000-2013 Geigle Safety Group, Inc. Page 2 of 63
Preventing Workplace Violence
Copyright © 2013 Geigle Safety Group, Inc.
No portion of this text may be reprinted for other than personal use. Any commercial use of this
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This study guide is designed to be reviewed off-line as a tool for preparation to successfully
complete OSHAcademy Course 720.
Read each module, answer the quiz questions, and submit the quiz questions online through
the course webpage. You can print the post-quiz response screen which will contain the correct
answers to the questions.
The final exam will consist of questions developed from the course content and module quizzes.
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Contents
Course Introduction........................................................................................................................ 8
Workplace violence — a preventive approach....................................................................... 8
The Law................................................................................................................................... 8
The Importance of Planning.................................................................................................... 8
Be prepared ............................................................................................................................ 9
The benefits of a joint effort................................................................................................... 9
Module 1: Initial Assessment and Security Review...................................................................... 10
Introduction .............................................................................................................................. 10
Form a Planning Group/Threat Response Team ...................................................................... 10
Working with Your Union ......................................................................................................... 11
Defining violence in the workplace........................................................................................... 11
Type I - Criminal Act.............................................................................................................. 12
Type II - Recipient of Service................................................................................................. 12
Type III - Employment Relationship...................................................................................... 12
Determining risk factors for workplace violence...................................................................... 13
Conducting a security survey.................................................................................................... 14
Module 1 Quiz........................................................................................................................... 15
Module 2: Developing an Effective Written Policy....................................................................... 17
Write a comprehensive policy statement................................................................................. 17
Advantages of Written Policies................................................................................................. 17
Policy Statement Contents ....................................................................................................... 17
Recommended Approaches...................................................................................................... 18

Model Policy for Workplace Threats and Violence .................................................................. 19
Module 2 Quiz........................................................................................................................... 21
Module 3: Developing a Written Violence Prevention Plan......................................................... 22
Introduction .............................................................................................................................. 22
Warning Signs of Violence ........................................................................................................ 22
Be proactive: confront the problem early-on........................................................................... 23
Proactive control measures.................................................................................................. 23
Prevention measures for each violence type ........................................................................... 24
Type I (Criminal Violence) Prevention Measures ................................................................. 24
Potential Type II (Recipient of Service) Prevention Measures ............................................. 24
Potential Type III (Employment Relationship) Prevention Measures .................................. 25
More about administrative control strategies ......................................................................... 25
Module 3 Quiz........................................................................................................................... 28
Module 4: Violence Prevention Program Education and Training............................................... 30
Training Violence Prevention.................................................................................................... 30
Training strategies and techniques........................................................................................... 30
Employee training..................................................................................................................... 31
Supervisory training.................................................................................................................. 31
Incident response team training............................................................................................... 32
Sample Training Topics ............................................................................................................. 33
Role Playing Exercises to Defuse Violent Situations................................................................. 34
Hands-on practice..................................................................................................................... 34
Fill the skills gaps....................................................................................................................... 34

Module 4 Quiz........................................................................................................................... 36
Module 5: Incident Investigation and Reporting.......................................................................... 38
Develop a procedure for employees to report incidents......................................................... 38
Threat Incident Report System................................................................................................. 38
When the violent or threatening incident occurs .................................................................... 39
Investigating incidents of violence ........................................................................................... 39
Types of Investigations ............................................................................................................. 39
Threat assessment investigations......................................................................................... 40
Administrative Investigations ............................................................................................... 40
Criminal investigations.......................................................................................................... 41
Module 5 Quiz........................................................................................................................... 43
Module 6: Incident Reporting....................................................................................................... 44
Immediately after the violent act............................................................................................. 44
Initiate the Post Incident Trauma Plan ..................................................................................... 44
Employee Assistance Program services (EAP) .......................................................................... 45
Support Prosecution of Offenders............................................................................................ 45
Administrative Actions to Keep an Employee Away from the Worksite.................................. 45
Disciplinary Actions................................................................................................................... 46
Disabilities as a Defense against Alleged Misconduct.............................................................. 47
Actions to inform all employees and the public....................................................................... 47
Module 6 Quiz........................................................................................................................... 48
Module 7: Organizational Recovery ............................................................................................. 50
Introduction .............................................................................................................................. 50

Ensure a management presence in the workplace .................................................................. 50
Share information with employees .......................................................................................... 50
Include union leadership .......................................................................................................... 50
Bring in crisis response professionals....................................................................................... 51
Employee Assistance Program.................................................................................................. 51
Support informal debriefing ..................................................................................................... 51
Support care-giving within work groups................................................................................... 51
Handle critical sites with care................................................................................................... 51
Buffer those affected from post-event stresses....................................................................... 51
Help employees face feared places or activities ...................................................................... 52
Remember the healing value of work ...................................................................................... 52
The Critical Incident Stress Management Process.................................................................... 52
The CISM team...................................................................................................................... 52
Critical Incident Stress Debriefing............................................................................................. 53
Introductory Phase ............................................................................................................... 54
Fact Phase ............................................................................................................................. 54
Thought Phase ...................................................................................................................... 54
Reaction Phase...................................................................................................................... 54
Symptom Phase .................................................................................................................... 55
Teaching Phase ..................................................................................................................... 55
Re-entry Phase...................................................................................................................... 55
Is a Debriefing Warranted?....................................................................................................... 55
Critical Incident Stress Defusing ............................................................................................... 56

Three phases......................................................................................................................... 56
Outcomes.............................................................................................................................. 57
Conclusion................................................................................................................................. 57
Module 7 Quiz........................................................................................................................... 58
Module 8: Program Evaluation..................................................................................................... 60
Introduction .............................................................................................................................. 60
Steps in the Evaluation Process ................................................................................................ 60
Assessment and analysis........................................................................................................... 60
Evaluate the program after an incident.................................................................................... 61
When all is said and done......................................................................................................... 62
Module 8 Quiz........................................................................................................................... 63

Course Introduction
This course provides you with recommendations on steps to consider in developing a workplace
violence prevention program to reduce the hazards of workplace violence. These are guidelines
only. Safety Insight does not intend to create rules specific to violence in the workplace. While
not every suggestion may be appropriate for all organizations, these recommendations provide
an excellent means for quickly assessing the state of an organization’s current policies and
practices.
Workplace violence — a preventive approach
Across the nation, violence in the workplace is emerging as a significant occupational hazard. All
too frequently, employees become victims of violent acts that result in substantial physical or
emotional harm. For injured or threatened employees, workplace violence can lead to medical
treatment, missed work, lost wages, and decreased productivity.
For many occupations, workplace violence represents a serious occupational risk. Violence at
work can take many forms: harassment, intimidation, threats, theft, stalking, assault, arson,
sabotage, bombing, hostage-taking, kidnapping, extortion, suicide, and homicide. Homicide is
the second leading cause of all job-related deaths and the leading cause of such deaths for
women, according to the Bureau of Labor Statistics (1994). For each murder, there are
countless other incidents of workplace violence in which victims are threatened or injured.
The Law
The Occupational Safety and Health (OSH) Act's General Duty Clause requires employers to
provide a safe and healthful working environment for all workers covered by the OSH Act of
1970. Failure to implement the suggestions mentioned in this document is not in itself a
violation of the General Duty Clause. If there is a recognized violence hazard in the workplace
and employers do not take feasible steps to prevent or abate it, employers can be cited.
The Importance of Planning
The central theme which emerges from the shared experience of these specialists from
different disciplines is this: While some cases of workplace violence can be dealt with swiftly
and easily by a manager with the assistance of just one specialist or one department. Most
cases can be resolved far more easily and effectively if there is a joint effort which has been
planned out in advance by specialists from different disciplines.

Be prepared
Many who have never experienced workplace violence think, "I don't need to worry about this"
or "It would never happen in my department." Violent incidents are relatively rare, but they do
occur, and lives can be lost. A little preparation and investment in prevention now could save a
life. There is no strategy that works for every situation, but the likelihood of a successful
resolution is much greater if you have prepared ahead of time. This course is designed to help
you do that: Be prepared for violence in the workplace.
Employers can take several steps to reduce the risk of legal liability. For example, they can
implement careful hiring, employee evaluation and discipline procedures, and adopt
appropriate workplace security procedures; and adopt appropriate workplace security
procedures. However, employers must be careful not to violate laws protecting employee
privacy rights, civil rights, or rights created by the Americans with Disabilities Act. Employers
conducting workplace violence risk assessments may want to consult with legal counsel.
The benefits of a joint effort
The experience of companies who have developed programs has shown that managers are
more willing to confront employees who exhibit disruptive and intimidating behavior when they
are supported by a group of specialists who have done their homework and are prepared to
reach out to others when they know a situation is beyond their expertise. This team approach
promotes creative solutions and much needed support for the manager in dealing with difficult
situations that might otherwise be ignored.

Module 1: Initial Assessment and Security Review
Introduction
There are many different approaches companies can take in developing plans to prevent
workplace violence. An approach that works well in one company may not be suitable for
another. This module outlines some broad guidelines that can help companies in analyzing their
current ability to handle potentially violent situations and filling in any skills gaps that exist.
Conducting an initial assessment through surveys, checklists and analysis of their results can be
a great help in determining the effectiveness of current policies/procedures, and the company's
ability to handle potentially violent situations is an important and necessary effort. Looking at
previous incidents that have occurred at your company and evaluating how effectively they
were handled is a good way to start.
Form a Planning Group/Threat Response Team
Successful company violence prevention programs usually start by forming a planning group
that may also act as a threat response team that more directly response to incidents. The
planning group assesses and evaluates the company's current ability to handle violent incidents
and recommends ways to strengthen its response capability.
Typically, members of a planning group include representatives from management and labor,
and might also include members from the local community, including:
• Human Resources
• Employee Assistance Program (EAP)
• Union
• Safety
• Health/Medical
• Security/Law Enforcement
While many departments may be represented on the planning group, only a few of them will
generally be involved in actually responding to reported incidents. For example, representatives
from Human Resources, EAP, and Security often make up an incident response team. Typically,
representatives from the other departments will not be involved in responding directly to
incidents, but they will act as consultants to the incident response team or play an active role
only in certain types of situations.

Staff expertise: Every company will have different areas of staff expertise. Your company may
have employees who have special skills that could be put to good use in a potentially violent
situation, such as employees who are skilled in mediation, conflict resolution, crisis counseling,
investigations, or threat assessment. Identifying departments and individuals ahead of time,
working with them in the planning stages, and agreeing on a coordinated response effort is one
of the most effective ways of preparing your company to handle potentially violent situations
should they arise.
Working with Your Union
If your company has a union, it should involve the union early on in the process of planning
workplace violence programs. Unions are the elected representatives of bargaining unit
employees and are legally entitled to negotiate over many conditions of employment of those
employees. Although some of the substantive issues relating to workplace violence, including
issues concerning internal security may be outside the duty to bargain, this does not mean that
consultation and discussion with the union cannot occur.
Union involvement is particularly appropriate where there are labor-management partnership
councils. It is a good practice to involve recognized unions up-front, before decisions are made,
so that they can have an opportunity both to express employees' concerns and to bring to bear
their expertise and knowledge. Union involvement demonstrates both the company's and
union's commitment to the success of a workplace violence program.
Various case studies have been included in this course to help a planning group determine if
they are adequately staffed, trained, and able to respond to incidents.
Defining violence in the workplace
The nature and extent of your organization’s workplace violence program should be based on
the results of the initial risk assessment.
First, evaluate past incidents of violence or possible violence (they may not have been classified
as “violence”). For example you may not have considered the threatening phone call from an
estranged spouse to an employee a “violent incident,” but it was.
It can be helpful when identifying risks in your organization to know that violence is usually
classified into three categories, each type requiring different interventions.

Type I - Criminal Act
This type of violence involves verbal threats, threatening behavior, or physical assaults by an
assailant who has no legitimate business relationship to the workplace. The person enters the
workplace to commit a robbery or other criminal act. Violence by strangers accounts for most
of the fatalities related to workplace violence. Workplaces at risk of violence by strangers
commonly include late night retail establishments and taxi cabs. Road rage is becoming more
common as a possible source of Type I violence affecting workers who drive as a part of their
job.
Type II - Recipient of Service
The person causing violence is either recipient or object of a service provided by workplace.
He/she is a current or former client, passenger, or customer.
Type II violence involves verbal threats, threatening behavior or physical assaults by an assailant
who either receives services from or is under the custodial supervision of the affected
workplace or the victim. Assailants can be current or former customers and clients such as
passengers, patients, students, inmates, criminal suspects or prisoners. The workers typically
provide direct services to the public, for example, municipal bus or railway drivers, health care
and social service providers, teachers and sales personnel. Law enforcement personnel are also
at risk of assault from individuals over whom they exert custodial supervision. Violence by
customers or clients may occur on a daily basis in certain industries; they represent the majority
of non-fatal injuries related to workplace violence.
Type III - Employment Relationship
The person has an employment-related involvement with the workplace:
• Job related — a current or former employee who is angry about a situation.
Job related violence involves verbal threats, threatening behavior or physical assaults by an
assailant such as a current or former employee, supervisor or manager. Any workplace can be
at risk of violence by a co-worker. In committing a threat or assault, the individual may be
seeking revenge for what is perceived as unfair treatment.
• Non-Job related - a person who has a relationship with a current or former employee.
Domestic violence erupting at work is one of the most common types of workplace violence
and involves verbal threats, threatening behavior or physical assaults by an assailant who, in the
workplace, confronts an individual with whom he or she has or had a personal relationship

outside of work. Personal relations include a current or former spouse, lover, relative, friend or
acquaintance. The assailant's actions are motivated by perceived difficulties in the relationship
or by psychosocial factors that are specific to the assailant.
Determining risk factors for workplace violence
The types of violence identified in the previous section illustrate different characteristics of
workplace violence and the ways violence may present itself. The significance of these types is
that each involves somewhat different risk factors and means of preventing or responding to
the potential violent incident.
A risk factor is a condition or circumstance that may increase the likelihood of violence
occurring in a particular setting. For instance, handling money in a retail service makes that
workplace a more likely target for robbery, the most common kind of violence by strangers in
the workplace. An attorney's office, where all payments are received by check and money is not
directly handled, would not present the same kind of target and would not be at the same
degree of risk of violence due to the handling of money.
Each risk factor only represents a potential for an increased likelihood of violence. No risk
factor, or combination of risk factors, guarantees that violence will occur or that its incidence
will increase. However, the presence of the risk factors listed below, particularly of several in
combination, increases the likelihood that violence will occur.
• Do employees have Contact with the public?
• Does an exchange of money occur? *
• Is there selling/dispensing alcohol or drugs?
• What is the nature of delivery of passengers, goods or services?
• Is the workplace mobile? (such as a taxicab or police cruiser)
• Is there exposure to unstable or volatile persons? (such as in health care, social services
or criminal justice settings)
• Do any employees work alone or in small numbers? *
• Do employees work late at night or during early morning hours? *
• Do employees work in high-crime areas? *
• Do employees guard valuable property or possessions? *
• Do employees work in community settings? *
• Are your employees deciding on benefits, or in some other way controlling a person’s
future, well-being, or freedom? (such as a government agency)
* Identified by NIOSH as risk factor for homicide (CDC/NIOSH Alert, 1993)

Conducting a security survey
It's important, as part of the initial assessment, to conduct an initial security survey to
determine whether modifications need to be made in the physical aspects of your business.
Again this is highly dependent upon the location and type of business. Precautions that may be
suitable for some workplaces include:
• Limiting the access, as appropriate, to the workplace by former employees or clients.
• Developing policies regarding visitor access within facilities. For example, if warranted,
require visitors to sign in and out at reception, wear an identification badge while on the
business premises, and/or be escorted.
Work out in advance all jurisdictional issues among the various security and law enforcement
entities that may be involved should an emergency occur. There have been cases where an
employee has called 911 and critical moments were lost because in-house law enforcement
were the ones with jurisdiction, rather than the local police. In other cases, employees called
their in-house security guards and time was lost while local police were being contacted
because the security guards did not carry firearms.
Now that's a lot of good information about how to get a program started. It's time for your first
module quiz. If you are not sure about the answers to the questions, just review the subject
area while the quiz page is open.

Module 1 Quiz
Use this quiz to self-check your understanding of the module content. You can also go online
and take this quiz within the module. The online quiz provides the correct answer once
submitted.
1. Successful company violence prevention programs usually start by forming a
____________.
a. Security detail
b. Safety committee
c. Emergency response team
d. Planning group
2. Companies should involve unions early on in the process of planning workplace violence
programs.
a. True
b. False
3. This type of violence involves verbal threats, threatening behavior or physical assaults by
an assailant who has no legitimate business relationship to the workplace.
a. Type I
b. Type II
c. Type III
d. Type IV
4. In this type of violence, the individual may be seeking revenge for what is perceived as
unfair treatment by management.
a. Type I
b. Type II
c. Type III
d. Type IV

5. Studies indicate that all of the below increase the probability of violence in the workplace,
except:
a. Exchange of money
b. Work in a union shop
c. Contact with the public
d. Selling/dispensing alcohol or drugs

Module 2: Developing an Effective Written Policy
Write a comprehensive policy statement
A policy is a predetermined guide established to provide direction in decision making. It reflects
top management goals and objectives related to a given business function within the company.
An effective policy is both educational and directive. It informs everyone about expected
behaviors and standards and why they are important. It also assigns responsibility to perform
certain duties or oversee people and programs.
Advantages of Written Policies
Once a workplace violence program is ready to be implemented, companies must decide
whether to issue a written policy statement.
Company programs can also be implemented without a written policy statement. In these
companies, employees are often given information about the program (especially whom to call)
in training sessions, on posters, in newsletter articles, or by other similar methods. Note:
Companies have an inherent right to take action against employees who engage in disruptive or
threatening behavior whether or not they have issued a written policy statement.
Policy Statement Contents
A workplace violence policy statement should convey that:
• All employees are responsible for maintaining a safe and healthful work environment;
• The policy covers not only acts of physical violence, but harassment, intimidation, and
other disruptive behavior;
• The policy covers incidents involving all interactions between:
o supervisor and employee
o employee to employee
o employee to supervisor
o employee to non-employee
o non-employee to employee;
• The company will respond appropriately to all reported incidents;
• The company will act to stop inappropriate behavior; and
• Supervisors and all of the departments involved in responding to incidents will be
supported by company management in their efforts to deal with violent and potentially
violent situations.

Recommended Approaches
Consider the following recommendations in developing your written policy statement:
Keep it brief: A written policy statement should be brief and simple. Implementation details can
be provided in training and in more detailed backup documents. For example, roles and
responsibilities of the various departments involved in responding to potentially dangerous
situations can be outlined in memoranda of understanding or in operating manuals/instructions
rather than in the written policy statement that is issued to all company employees. This
approach gives company staff the flexibility they will need to deal creatively with these fluid,
unpredictable situations.
Consider the disadvantages of using definitions: There are disadvantages to using definitions of
terms such as violence, threats, and harassment in your written policy statement. Definitions
can discourage employees from reporting incidents that they do not believe fall within the
definition. The reporting system should not deter employees from reporting situations that
frighten them. An employee knows a threat, intimidation, or other disruptive behavior when he
or she experiences it --- definitions are not necessary. If you want to clarify the scope of your
organization's concept of one or more of the terms in the policy, you could use examples. For
example, you may want to give examples of verbal and non-verbal intimidating behavior.
Another consideration is that definitions are often restrictive and may create legal problems in
the future when you are taking disciplinary actions against the perpetrators of workplace
violence. Use of definitions can make it more difficult to defend a case on appeal.
Be cautious with "Zero Tolerance:" Consider that there could be negative consequences from
using the term zero tolerance. It could create legal problems in the future when you are taking
disciplinary actions against the perpetrators of workplace violence. Use of the term could make
it more difficult to defend a case on appeal because a third party could conclude, however
mistakenly and inappropriately, that the company has not considered a penalty appropriate for
the particular offense.
There are other possible consequences. The term, "zero tolerance" might appear to eliminate
any flexibility a company has in dealing with difficult situations even if this is not intended.
Another undesirable side effect is that the appearance of inflexibility can discourage employees
from reporting incidents because they do not want to get their coworker fired -- they just want
the behavior stopped. This appearance of inflexibility also may discourage early intervention in
potentially violent situations.

The sample policy below contains language that is similar to "zero tolerance," but takes care of
the previously mentioned concerns. It says the company will not tolerate violent or disruptive
behavior and then clarifies what that means by saying "that is, all reports of incidents will be
taken seriously and dealt with appropriately."
Consult with Legal Counsel: Be sure to consult the company legal department or attorney for
the legal implications of your draft policy.
Lorrie M., a former student writes, "Zero tolerance is a term I have used multiple times w/
construction workers and unsafe behavior. I must admit I have used it to confront hostile work
environments...I shall think twice before using it loosely!"
Model Policy for Workplace Threats and Violence
Nothing is more important to (Company Name) than the safety and security of its employees.
Threats, threatening behavior, or acts of violence against employees, visitors, guests, or other
individuals by anyone on (Company Name) property will not be tolerated. Violations of this
policy will lead to disciplinary action which may include dismissal.
Any person who makes substantial threats, exhibits threatening behavior, or engages in violent
acts on (Company Name) property will be removed from the premises as quickly as safety
permits and shall remain off (Company Name) premises pending the outcome of an
investigation. (Company Name) will initiate a decisive and appropriate response. This response
may include, but is not limited to; suspension and/or termination of any business relationship,
reassignment of job duties, suspension or termination of employment, and/or criminal
prosecution of the person or persons involved.
In carrying out these (Company Name) policies, it is essential that all personnel understand that
no existing (Company Name) policy, practice, or procedure should be interpreted to prohibit
decisions designed to prevent a threat from being carried out, a violent act from occurring, or a
life threatening situation from developing.
All (Company Name) personnel are responsible for notifying the management representative
designated below of any threats which they have witnessed, received, or have been told that
another person has witnessed or received. Even without an actual threat, personnel should also
report any behavior they have witnessed which they regard as threatening or violent, when that
behavior is job related or might be carried out on a company-controlled site, or is connected to

company employment. Employees are responsible for making this report, regardless of the
relationship between the individual who initiated the threat or threatening behavior and the
person or persons who were threatened or were the focus of the threatening behavior.
This policy also requires all individuals who apply for or obtain a protective or restraining order
which lists company locations as being protected areas, to provide to the designated
management representative a copy of the petition and declarations used to seek the order, a
copy of any temporary protective or restraining order which is granted, and a copy of any
protective or restraining order which is made permanent.
(Company Name) understands the sensitivity of the information requested and has developed
confidentiality procedures which recognize and respect the privacy of the reporting
employee(s).
The designated management representative is:
Name: _______________________________________________
Title: ______________________________________________
Department: _________________________________________
Phone: ______________________________________________
Location: ___________________________________________
You can't always prevent violence because violent incidents are sometimes unpredictable, but
you can reduce the risk by planning ahead and being prepared to act swiftly to deal with
threats, intimidation, and other disruptive behavior at an early stage.
So there you have it. Not everything you need to know, but it's a start. The only task left is the
module quiz, so let's get to it.

Module 2 Quiz
submitted.
1. Companies have an inherent right to take action against employees who engage in
disruptive or threatening behavior whether or not they have issued a written policy
statement.
a. True
b. False
2. All of the following are subjects that a workplace violence policy statement should convey,
except?
a. The company will respond appropriately to all reported incidents.
b. The company will act to stop inappropriate behavior.
c. All employees are responsible for their behaviors.
d. The policy covers only acts of physical violence.
3. The violence prevention program reporting system should deter employees from reporting
situations that frighten them.
a. True
b. False
4. Definitions of violence are often restrictive and may create legal problems.
a. True
b. False
5. According to the text, all of the following are disadvantages of using the term "zero
tolerance" in a violence prevention program, except?
a. It could create legal problems in the future.
b. Use of the term could make it easier to defend a case on appeal.
c. It might appear to eliminate flexibility in dealing with difficult situations.
d. It may discourage early intervention in potentially violent situations.

Module 3: Developing a Written Violence Prevention Plan
Introduction
After completing the initial workplace assessment for risk factors and developing a written
policy, the next step is to develop a comprehensive written Violence Prevention Plan. One
major component of any workplace violence prevention plan is, of course, prevention. This
module will focus on important subjects which should be included in the plan:
• Identifying warning signs of violence
• Control measures to reduce the probability or prevent violence
An employer may choose to create a separate workplace violence prevention plan or
incorporate this information into other company documents; for example the company's
accident prevention plan or an employee handbook.
Warning Signs of Violence
One important element in the written violence prevention plan and usually the first question
many people ask is, "How can we identify potentially violent individuals?" It is understandable
that people want to know this -- and that "profiles" and "early warning signs" of potentially
violent employees are in much of the literature on the subject of workplace violence. It would
save time and solve problems if managers could figure out ahead of time what behaviors and
personality traits are predictive of future violent actions.
However, no one can predict human behavior and it's important to state in the plan that there
is no specific profile of a potentially dangerous individual. It is seldom (if ever) advisable to rely
on what are inappropriately referred to as "profiles" or "early warning signs" to predict violent
behavior.
"Profiles" often suggest that people with certain characteristics, such as "loners" and "men in
their forties," are potentially violent. This kind of categorization will not help you to predict
violence and it can lead to unfair and destructive stereotyping of employees.
The same can be said of reliance on "early warning signs" that include descriptions of problem
situations such as "in therapy," "has had a death in the family," "suffers from mental illness," or
"facing downsizing."

Be proactive: confront the problem early-on
Each of the behaviors noted above is a clear sign that something is wrong. None should be
ignored. By identifying the problem and dealing with it appropriately, managers may be able to
prevent violence from happening. The written plan appoints an appropriate staff member (or
an incident response team) to assist supervisors and other employees in dealing with such
situations. Some behaviors require immediate police or security involvement, others constitute
actionable misconduct and require disciplinary action, and others indicate an immediate need
for an Employee Assistance Program referral.
Everyone experiences stress, loss, or illness at some point in life. All but a very few people
weather these storms without resorting to violence. The written plan should address training
for managers on how to deal with the kinds of difficulties mentioned above. However, this
training should focus on supporting the employee in the workplace and not in the context of, or
on the potential for, workplace violence.
Proactive control measures
The written violence prevention plan should describe proactive methods and means to limit or
reduce the potential for workplace violence. The plan should direct regular risk assessments of
facilities and address areas where simple improvements can be made that would greatly
increase the safety of employees and visitors. Once existing or potential hazards are identified
through the hazard assessment, then hazard prevention and control measures can be identified
and implemented. These measures may include (in order of general preference):
• Engineering controls: Redesigning, installing, substituting materials, equipment,
machinery, workstations, etc. (things we use) in the workplace. Examples include:
o Installing surveillance cameras, silent alarms, metal detectors, or bullet-proof
glass.
o Improved lighting in and around the place of work, including parking lots.
o Having reception areas that can be locked to prevent outsiders from going into
the offices when no receptionist is on duty.
See more examples of engineering controls.
• Administrative/work practice controls: Developing safe/secure processes and
procedures (things we do/don't do) in the workplace. Examples include:
o Establishing sign-in procedures for visitors.
o Pre-employment screening procedures to reduce the number of personnel prone
to exhibiting violent behaviors

o Developing employee assistance programs.
o Arranging escorts for employees who are concerned about walking to and from
the parking lot.
See more examples of administrative controls.
• Personal protective equipment: Equipment we wear to protect us from harm. Examples
include: bullet-proof vests for police and security personnel.
Posting applicable laws, such as those prohibiting assaults and stalking, in visible locations may
also serve as a prevention measure.
Prevention measures for each violence type
Consider using one or more of the following prevention measures that help design the
workplace and develop procedures to reduce risk factors for violence.
Type I (Criminal Violence) Prevention Measures
• Training (include de-escalation techniques appropriate to your industry)
• Post signs stating cash register only contains minimal cash
• Leave a clear, unobstructed view of cash register from street
• Have a drop safe, a limited access safe or comparable device
• Address adequate outside lighting
• Examine and address employee isolation factors
• Provide security personnel
• Communication method to alert police/security
• Increase police patrol in the area
• Post laws against assault, stalking, or other violent acts
Potential Type II (Recipient of Service) Prevention Measures
• Training (including de-escalation techniques appropriate to your industry)
• Control access to worksite (e.g., posted restricted access, locked doors)
• Examine and address employee isolation factors
• Quick communication method to alert security
• Eliminate easy access to potential weapons
• Client referral/assistance programs
• Set up worksite so employees are not trapped from exiting

• Post laws against assault, stalking, or other violent acts
• Employee reporting systems
Potential Type III (Employment Relationship) Prevention Measures
• Training (including de-escalation techniques appropriate to your industry)
• Enforced "no tolerance" policy for workplace violence
• Management strategy for layoffs
• Management policy for disciplinary actions
• Access to employee assistance program or other counseling services
• Enforced policy prohibiting weapons
• Post laws against assault, stalking or other violent acts
• Restraining orders
• Control access to worksite
• Access to consultation with employer, employee assistance program or other counseling
program
• Reporting procedures
• Relocating within worksite where possible
• Necessary staff notification
• Policy regarding restraining orders
Your assessment should include a regular review and maintenance of appropriate physical
security measures, such as electronic access control systems, and video cameras, in a manner
consistent with applicable state and federal laws. Don’t overreact, not everybody needs metal
detectors. Assess your risk factors for an accurate determination. If no money, drugs, or other
high risk situations are present, detectors and cameras may be excessive.
More about administrative control strategies
Companies need to have programs in place to assist troubled employees and address
managerial problems before threats or violence occurs.
• Pre-Employment Screening: Use a job application form that includes an appropriate
waiver and release (permitting the employer to verify the information reported on the
application). Prior to hiring any applicant, check references and inquire about any prior
incidents of violence. In addition, conduct thorough background checks and use drug
screening to the extent practicable.

In developing an employee screening process, remember the Americans with Disabilities
Act of l990 (ADA) and related state statutes prohibit employers from discriminating
against qualified individuals with physical or mental disabilities. While federal law and
judicial decisions provide that an employer may disqualify an employee who is a danger
to self or others, the employer may be obliged to investigate a claim of disability to
determine whether dismissal is necessary for the protection of the employee or others
in the workplace.
• Institute an Employee Assistance Program: Consider providing a confidential EAP to
address substance abuse, emotional, marital, and financial problems, or provide
employees with a list of relevant community resources. Employees, supervisors, and
managers should be actively encouraged to use these services. If an employee is going
to be facing termination, for whatever reason, transition services such as EAP counseling
should be considered.
• Incident reporting: Encourage victims of threats and violence outside the workplace to
notify their employers about the incident when warranted so their employers can take
appropriate measures to help protect them and their co-workers from possible future
incidents of violence at the worksite. Upon notification, employers should provide
receptionists and other front-line personnel, having a need to know, a description or
picture of the alleged offender and inform them what actions they should take in the
event that the individual seeks entry or contact.
• Using Alternative Dispute Resolution (ADR): Some companies use ombudsman
programs, facilitation, mediation, and other methods of alternative dispute resolution
(ADR) as preventive strategies in their workplace violence programs. ADR approaches
often involve a neutral third party who can assist disputing parties resolve
disagreements. ADR is most helpful in workplace violence programs at the point when
problem first surfaces. For example, before an employee's conduct rises to a level that
warrants a disciplinary action. Review additional information on ADR.
• Conduct effective exit interviews: Conduct exit interviews when employees retire, quit,
or are transferred or terminated, to identify potential violence-related security or
management problems.
Take a team approach
To facilitate developing efficient violence prevention plans that adequately addresses how to
respond to potential and actual violent acts, a series of case studies are provided in this course.
There you will find examples of the plans that were in place to handle a number of situations.

It will become apparent from reviewing these examples that plans for a coordinated response
to reported incidents must be kept flexible. Responsibility for overall coordination and direction
is usually assigned to one individual or one department. The coordinator must have the
flexibility to use the plan as a guideline, not a mandatory set of procedures. More important,
the coordinator must have the flexibility to tailor the recommended response to the particular
situation. It is important to recognize that threatening situations often require creative
responses. Given this, the importance of flexibility cannot be overemphasized.
The case studies highlight the need for backup plans in situations calling for an immediate
response where the individual responsible for a certain aspect of the response effort has gone
home for the day, is on vacation, or is out of the building at a meeting. Taking a team approach
in responding to a potentially violent situation is an ideal way to provide backup coverage. A
team approach ensures that all staff in Employee Relations, the Employee Assistance Program,
Security, and other departments are thoroughly trained and prepared to work together with
management to deal with potentially violent situations. It ensures coverage, regardless of which
staffer in each of the departments is on duty when the incident occurs.
Take Advantage of Community Resources
Finally, there are many programs and resources in the community that can help you develop
your workplace violence prevention plan. Some examples follow:
o Invite local police into your firm to review the written violence prevention plan. They
may also promote good relations and become more familiar with your facility. The
police can explain what actions they typically take during incidents involving threats and
violence. Such visits can help your firm work better with police when incidents do occur.
o Use security experts to evaluate your written plan and educate employees on how to
prevent violence in the workplace. Such experts can provide crime prevention
information, conduct building security inspections, and teach employees how to avoid
being a victim.
o Consider using local associations and community organizations, such as the Chamber of
Commerce, security organizations, and law enforcement groups, as a resource in order
to stay abreast of crime trends and prevention techniques. Communicate to your
employees those issues and trends which pose a significant threat.
Developing a written plan that clearly informs and directs is crucial to an effective violence
prevention program. Now it's time to take the review quiz for this module, so let's get to it.

Module 3 Quiz
submitted.
1. It is ______________ advisable to rely on profiles or early warning signs to predict violent
behavior.
a. always
b. usually
c. seldom
d. never
2. The FBI's Profiling and Behavioral Assessment Unit has identified all of the following as
indicators of increased risk of violent behavior, except?
a. Direct or veiled threats of harm
b. Intimidating, belligerent, harassing, bullying
c. History of numerous conflicts with supervisors
d. Subtle changes in behaviors
3. Installing surveillance cameras, silent alarms, metal detectors, or bullet-proof glass is an
example of a(n) _______________.
a. engineering control
b. administrative control
c. personal Protective Equipment
d. management control
4. Administrative/work practice controls include all of the following, except?
a. Improved lighting around parking lots.
b. Establishing sign-in procedures for visitors.
c. Developing employee assistance programs.
d. Arranging escorts for employees.

5. Consider using one or more of the following prevention measures for Type I (Criminal
Violence) except:
a. Training (include de-escalation techniques)
b. Obtain restraining orders
c. Leave a clear, unobstructed view of cash register from street
d. Post signs stating cash register only contains minimal cash

Module 4: Violence Prevention Program Education and Training
Note: The information in this module provides guidance for the company planning group. It is
not technical information for professional investigators; nor is it a summary of fact-finding or
investigating procedures. Rather, it is intended to provide the company planning group with a
general overview of fact-finding/investigating considerations. It is also important to note that
this section discusses investigations that are administrative inquiries as distinct from criminal
investigations.
Training Violence Prevention
Training is a critical component of any prevention strategy. Training is necessary for employees,
supervisors, and the staff members of each department that may be involved in responding to
an incident of workplace violence. Training and instruction on workplace violence ensures that
all staff is aware of potential hazards and how to protect themselves and their co-workers
through established prevention and control measures.
Providing appropriate training informs employees that management will take threats seriously,
encourages employees to report incidents, and demonstrates management's commitment to
deal with reported incidents.
Training strategies and techniques
While most everyone agrees that there are clear warning signs before most acts of workplace
violence, what action should be taken varies. Nevertheless, making information available to
your employees about the potential for violence in the workplace, how to recognize the early
warning signs of a troubled or potentially violent person, and how to respond to such a person,
could save a life.
Not all individuals who are distraught over services (or lack thereof) or their termination of
employment, will become violent. The primary type of training that may be beneficial to all
employees is that which concentrates on conflict resolution.
Various federal and state laws or judicial decisions may require the employer to establish
written policy and procedures dealing with harassment, as well as the training of employees on
sexual or racial harassment, intrusion, company policies prohibiting fighting, the use of drugs or
alcohol in the workplace, and the like.
Employers may avoid liability for acts of violence in the workplace where it is shown that the
employer conducted training for employees on the recognition of warning signs of potentially

violent behavior, as well as precautions which may enhance the personal safety of the
employee in the workplace and in the field.
Training sessions conducted by the company's Employee Assistance Program, Security, and
Human Resources staffs are particularly helpful, enabling employees to get to know experts
within the company who can help them when potentially violent situations arise. Employees
and supervisors seek assistance at a much earlier stage when they personally know the
company officials who can help them.
Employee training
All employees should know how to report incidents of violent, intimidating, threatening and
other disruptive behavior. All employees should also be provided with phone numbers for quick
reference during a crisis or an emergency. In addition, workplace violence prevention training
for employees may also include topics such as:
• Explanation of the company's workplace violence policy;
• Encouragement to report incidents;
• Ways of preventing or diffusing volatile situations or aggressive behavior;
• Types of training;
• How to deal with hostile persons;
• Managing anger;
• Techniques and skills to resolve conflicts;
• Stress management, relaxation techniques, or wellness training;
• Security procedures, e. g., the location and operation of safety devices such as alarm
systems;
• Personal security measures; and
• Programs operating within the company that can assist employees in resolving conflicts.
For example, this could be the Employee Assistance Program, the ombudsman, and
mediation.
Supervisory training
Employers will benefit from training on workplace violence as part of general supervisory
training, some conduct separate training sessions on workplace violence, and some include it in
crisis management training. Whichever approach is taken, supervisory leadership training
should cover:

• Ways to encourage employees to report incidents in which they feel threatened for any
reason by anyone inside or outside the organization
• Skills in behaving compassionately and supportively towards employees who report
incidents
• Skills in taking disciplinary actions
• Basic skills in handling crisis situations
• Basic emergency procedures
• How to ensure that appropriate screening of pre-employment references has been done
Special attention should be paid to supervisory training in management skills. The same
approaches that create a healthy, productive workplace can also help prevent potentially
violent situations. It is important that supervisory training include basic management skills such
as:
• Setting clear standards
• Addressing employee problems promptly
• Probationary periods
• Performance counseling
• Administering disciplinary procedures
These interventions can keep difficult situations from turning into major problems. Supervisors
don't need to be experts on violent behavior; what is needed is a willingness to seek advice
from the experts.
Incident response team training
The members of the incident response team need to be competent in their own assigned duties
and they need to know when to call for outside resources. Participating in programs and
training sessions sponsored by government and professional organizations, reading professional
journals and other literature, and networking with others in the profession are all helpful in
dealing with workplace violence situations.
Team members also need to understand enough about each other's professions to allow them
to work together effectively. Response team training should allow discussion of policies, legal
constraints, technical vocabulary, and other considerations that each profession brings to the
interdisciplinary group.
Much of the incident response team training can be accomplished by practicing responses to
different scenarios of workplace violence. The case studies in this course are intended for this

purpose. Practice exercises can help the staff understand each other's responses to various
situations so that there is no confusion or misunderstanding during an actual incident. In
addition, practice exercises can prepare the staff to conduct the supervisory training suggested
above.
The team members also need to consult regularly with other personnel within the organization
who may be involved in dealing with potentially violent situations. Those who are consulted on
an as needed basis should receive some appropriate training as well.
Sample Training Topics
Review the program
Extent of the Problem
List statistics relative to your industry here. Use national and statewide information. You can
also discuss the crime statistics of the neighborhood the company is in. Some of this
information is available in the Overview Section at the beginning of this guidebook.
Risk Factors
Discuss the risk factors in your particular industry here. Look in the section titled "Violent Incidents:
Case Scenarios, Potential Risk Factors and Potential Prevention Measures" in this guidebook.
Worksite Analysis
Discuss the violence history of your company. You can use the number of incidents, the rate and/or
the types.
Security Hardware
Have the manager of your unit show you security hardware. (Put a checklist here of equipment you
have at your company to prevent violence. This might include panic buttons, video cameras, security
lighting, etc.)
Work Practice Controls
Discuss policies and procedures you have implemented to minimize violence in your company. Include
any written procedures. Be sure to address your company's weapons policy and how to summon help
in an emergency.
Follow Up Procedures
Report all assaults
Include here a copy of the form your company uses to report violent incidents.

File charges
(Company name) recommends that charges be filed in every case when an employee is assaulted. We
will help you to do so including sending witnesses to testify if needed. No reprisals will be taken
against any employee who is assaulted or files charges relating to an assault.
Counseling
If a violent incident occurs, all affected staff will be offered counseling through an employee assistance
program or other comparable counseling services.
Role Playing Exercises to Defuse Violent Situations
Read the information in the charts below. Then have employee’s role play a confrontation.
During the role play note the signs of escalating behavior and the techniques used to control it.
Afterwards have the group discuss their observations. Address the following questions: What
went well? What problems were there? What responses would work better?
Write a scenario about a violent incident for a couple of employees to act out. Use a case
scenario in this course or make up one appropriate to your company. See the Five Warning
Signs of Escalating Behavior and Personal Conduct to Minimize Violence.
Hands-on practice
If the violence in your workplace comes from unarmed people such as patients, you may want
to train your employees in self defense and restraining techniques. Have your employees
actually try out the techniques. Remember, in cases with armed perpetrators, such as
robberies, it is usually safer to submit to the perpetrator's demands.
Fill the skills gaps
Skills deficiencies exist even in large companies with numerous resources at hand. In some
organizations training is needed. However, crisis situations occur infrequently and it is often not
practical to maintain in-house expertise for every aspect of the company's response plan.
If this is the case, suggested sources of outside assistance include:
• Government agencies: Get to know specialists in government agencies. They may be an
invaluable source for learning about new training materials and effective training
approaches.

• Local Police: If you do not have in-house security, get to know your local police
departments. Invite them in to work with your planning group. They can recommend
security measures. They can tell you about jurisdiction and what they would do if you
called them during an incident. They can teach employees personal safety techniques
and how to avoid becoming a victim.
• Other community resources: Locate and work with resources in your community. For
example, if you don't have immediate access to emergency mental health consultation,
you can work with your local community mental health department, "hotline" staff,
hospital, or emergency crisis center. A nearby university may have faculty who are
willing to be consulted.

Module 4 Quiz
submitted.
1. The primary type of training that may be beneficial to all employees is that which
concentrates on ________________.
a. conflict anticipation
b. conflict resolution
c. conflict determination
d. any of the above
2. At a minimum, all employees should be trained in how to ______________.
a. manage anger.
b. report incidents of violent, intimidating, threatening and other disruptive behavior.
c. the Employee Assistance Program, the ombudsman, and mediation.
d. stress management, relaxation techniques, wellness training.
3. Incident response team training should include _____________ to minimize confusion or
misunderstanding during an actual incident.
a. practice exercises
b. videos
c. written tests
d. group discussion
4. Supervisor training should emphasize encouraging employees to report incidents in which
they feel threatened for any reason by anyone inside or outside the organization.
a. True
b. False

5. To de-escalate potentially violent situations in your daily interactions with people, all of
the following would be taught as appropriate strategies, except?
a. Encourage the person to talk and listen patiently.
b. Maintain a relaxed yet attentive posture.
c. Position yourself at a right angle rather than directly in front of the other person.
d. Attempt to bargain with a threatening individual.

Module 5: Incident Investigation and Reporting
Develop a procedure for employees to report incidents
The primary consideration in developing a reporting procedure is to make sure that it
encourages employees to report all incidents, even minor ones. Some companies use hotlines.
Some arrange for a member of a team to take the calls, usually a specialist from Human
Resources or Security. Other companies require employees to report incidents to their
supervisor (or to any company supervisor), who in turn reports these incidents to Human
Resources or Security.
Credibility for any reporting system will be dependent upon whether reports are handled
quickly and effectively. Word spreads quickly among employees when a report is made and
nothing is done, when a report is handled improperly, or when the allegations are not treated
confidentially. Therefore, before a reporting procedure is announced to employees, ensure the
staff who will be responding to reported incidents are trained and able to handle any reported
incidents.
Incident reports should be reviewed on a periodic basis to provide feedback on the
effectiveness of existing intervention strategies and prevention efforts.
Threat Incident Report System
Your company policy may require employees to report all threats or incidents of violence. If you
institute such a policy, you must be ready to deal with the situation. The report will be used by
the company to assess the safety of the workplace, and to decide upon a plan of action. The
following facts should be included in a threat incident report:
• Name of the threat-maker and his/her relationship to the company and to the recipient.
• Name(s) of victims or potential victims.
• When and where the incident occurred.
• What happened immediately prior to the incident?
• The specific language of the threat.
• Any physical conduct that would substantiate an intention to follow through on the
threat.
• How the threat-maker appeared (physically and emotionally).
• Names of others who were directly involved and any actions they took. How did the
incident end?
• Names of witnesses.

• What happened to the threat-maker after the incident?
• What happened to the other employees directly involved after the incident?
• Names of any supervisory staff involved and how they responded.
• What event(s) triggered the incident?
• Any history leading up to the incident.
• The steps which have been taken to ensure that the threat will not be carried out.
• Suggestions for preventing workplace violence in the future.
Take a look at a sample threat incident report.
When the violent or threatening incident occurs
When an incident occurs, bring together all the necessary resources, which may include help
from outside the company.
• When a serious threat is made, consult the sources available to you to help evaluate the
level of risk posed by the threat-maker.
• When appropriate, obtain fitness-for-duty evaluations of employees exhibiting seriously
dysfunctional behaviors at the workplace.
• Maintain an internal tracking system of all threats and incidents of violence.
• When a threat has been made or an incident has occurred, evaluate the situation and, if
warranted, notify the potential victims and/or police.
• The employer must respect the privacy rights and confidentiality rights of employees
during any investigation.
Investigating incidents of violence
I can't work here anymore. I'm afraid he may actually kill one of us!
The supervisor hears the details of the incident that is causing the employee to feel threatened.
Now the supervisor has to do something. The incident can't be ignored. It must be reported.
Once reported, the members of the incident response team (along with the supervisor) have to
look into it.
Types of Investigations
When an incident report is received, one of the first important decisions to make is to decide
what type of investigation might be required. There are three basic types of investigations in a
violence prevention program:

• Threat assessment investigation - in response to behaviors that have the potential to
become violent in some way.
• Administrative investigation - in response to violent behaviors that might result in
administrative action.
• Criminal investigation - in response to possible criminal behavior.
Your decision on which type of investigation is required will depend on whether the facts as
presented indicate possible criminal behavior. Since arriving at a decision generally involves
discussion with employee relations specialists and possibly law enforcement personnel, it is
imperative to coordinate efforts fully with these departments ahead of time.
Threat assessment investigations
Threat assessment investigations differ from administrative or criminal investigations in that the
purpose of the threat assessment investigation is to provide guidance on managing the
situation in a way that protects the employee.
Many cases involving threatening behavior can be handled expeditiously and effectively by a
supervisor with the assistance of one or more members of the company's incident response
team. The security or law enforcement representative on the company's team will ordinarily
assess risks, often in consultation with the Employee Assistance Program and employee
relations staff, and make recommendations for appropriate strategies and security measures to
protect employees. However, it may be helpful for the company's planning group to identify
experts in threat assessment ahead of time, in case a situation requires more expertise than
team members can provide.
Gathering information: It is also a good idea to work out ahead of time who will gather which
types of information on an individual who makes a threat. Multiple sources of information need
to be consulted to better understand the person's behavior.
In some cases, the company's incident response team can collect current and reliable
information (which would include an investigative report) and then consult with a threat
assessment professional to develop options for managing the situation. In other cases, the
company's incident response team uses a threat assessment professional to conduct the initial
investigation, assess the risks, and make recommendations for managing the situation.
Administrative Investigations
It is important to use an investigator who conducts the investigation in a fair and objective
manner. The investigation should be conducive to developing truthful responses to issues that

may surface. It must be conducted with full appreciation for the legal considerations that
protect individual privacy. It is imperative the investigation, especially the interview process,
create an atmosphere of candor and propriety. See Techniques for Alternative Dispute Resolution
for more information on interview techniques.
Use a qualified investigator
If a decision is made to conduct an administrative investigation, it is important to use a qualified
and experienced professional workplace violence investigator. The company planning group
should train and qualify one or more such investigators before the need for an investigator
arises.
Investigation and Evaluation
After an incident occurs, a detailed investigation is imperative. All incidents, including near
misses, should be investigated as soon as possible. A delay of any kind may cause important
evidence to be removed or destroyed either intentionally or unintentionally. The investigation
should focus on fact-finding to prevent recurrence and not fault-finding. Employers should
maintain comprehensive records of the investigation.
When conducting the investigation:
• Get statements from witnesses,
• Photograph damage/injuries where appropriate.
• Identify contributing causes.
• Recommend corrective action.
• Encourage appropriate follow-up.
• Consider changes in controls, procedures or policy.
• Use a Threat and Assault Log to collect facts on who, what, when, where and how the
incident occurred.
Criminal investigations
In a case where a decision is made to conduct an administrative investigation, and there is
potential criminal liability, be sure to work closely with your legal department and law
enforcement organization. In potentially violent situations, it is often difficult to determine
whether the misconduct is a criminal offense. When there is any doubt, check it out.
Ensure that criminal prosecutions are not compromised. Criminal prosecutions must not be
compromised by actions taken during administrative investigations. It is necessary to ensure

that the administrative investigator, management, and all members of an incident response
team understand that actions taken during an administrative investigation may compromise
potential criminal prosecutions.
If the company obtains statements from the subject of the investigation in the wrong way, the
statements can impede or even destroy the ability to criminally prosecute the case. On the
other hand, if handled correctly, statements made in administrative investigations could prove
vital in subsequent criminal proceedings.

Module 5 Quiz
submitted.
1. All of the following were given above as ways to encourage employees to report all
incidents, except?
a. Hotlines
b. Arrange for incident response team members to take calls
c. Require employees to report incidents to a supervisor
d. Report incidents directly to OSHA
2. The threat incident report should contain all of the following, except?
a. The specific language of the threat
b. When and where the incident occurred
c. Names of others who were directly involved
d. The attitude of the threat-maker
3. When an incident occurs, bring together all the necessary resources, which may include
help from outside the company.
a. True
b. False
4. According to the text, investigation categories include all of the following, except?
a. Threat assessment investigation
b. Accident investigation
c. Administrative investigation
d. Criminal investigation
5. Actions taken during the administrative investigation will not compromise potential
criminal prosecutions.
a. True
b. False

Module 6: Incident Reporting
Immediately after the violent act
Immediately after an assault occurs, an employer should focus first on providing for the medical
and psychological needs of all affected employees. Other immediate steps include:
• Report the incident to the local police department and support law enforcement
activities (for example; crime scene investigation and interviewing witnesses, victims, and
others).
• Secure work areas where disturbances occurred.
• Account for all employees and others and ensure the physical safety of those remaining in
the area as soon as possible.
• Provide for site security and ensure that no work area is left short-staffed while others
assist the victim or help in securing the area.
• Quickly assess the work area, if it was disturbed or damaged during an incident, to
determine if it is safe.
• Provide critical incident debriefing to victims, witnesses, and other affected employees
(these conversations must be strictly confidential).
• Provide accurate communication to outside agencies, media and law enforcement.
Initiate the Post Incident Trauma Plan
The post trauma plan should focus activities first on meeting the immediate medical and
psychological needs of employees as necessary. Employees may also need the services of an
employee assistance program or other counseling services.
Provisions for follow-up after medical and psychological treatment, medical confidentiality, and
protection from discrimination must be addressed in the plan to prevent the victims of
workplace violence from suffering further loss. The plan should also address ways to reduce
financial losses to the company caused by absence, lost productivity, and workers’
compensation claims.
Immediate debriefings: All affected employees should be included in a debriefing so that the
cause of the violence and expectations can be discussed, a plan of action can be addressed, and
those needing further counseling can be identified.

Employee Assistance Program services (EAP)
Though most employees will need only brief intervention, provision should be made for the few
employees who may need longer-term professional assistance. Strategies for identifying these
employees and guiding them as smoothly as possible from emergency-centered interventions
to more extensive mental health care should be included in the planning.
The EAP may approach these responsibilities in different ways, depending on the size and
experience of its staff. In some cases, internal EAP resources may be sufficient, but in others,
additional staffing will be necessary. EAP staff members that do not have expertise in traumatic
incident counseling may wish to develop in-house expertise or keep close at hand the phone
numbers of resources to contact should an incident occur. Potential sources of additional help,
for example, private contractors, community mental health resources, university or medical
school programs, might be explored.
Since management bears the brunt of responsibility after a violent incident, and can find itself
dealing with unfamiliar challenges under high stress, the EAP can be very helpful in facilitating
an optimal response. It can provide managers with information on traumatic events and can
assist them in analyzing the situation and developing strategies for the organization's recovery.
An effective EAP needs to be familiar not only with post-disaster mental health care, but also
with management practices that facilitate recovery and with other resources which may need
to be mobilized.
Support Prosecution of Offenders
To prevent further incidents from occurring and to show their support of the victims, employers
should support prosecution of offenders. Accommodate employees after a violent incident in
order for them to make court appearances and work with the prosecution. Cooperate with law
enforcement authorities to help identify and prosecute offenders through the use of any and all
means at your disposal, such as “Crime Stoppers,” rewards, etc.
Administrative Actions to Keep an Employee Away from the Worksite
In situations where a disruption has occurred on the job or where there is a belief that the
potential for violence exists, a supervisor may need to keep an employee away from the
worksite to ensure the safety of employees while conducting further investigation and deciding
on a course of action.

Immediate, short-term actions:
• Place employee on excused absence (commonly known as administrative leave). Placing
the employee in a paid, non-duty status is an immediate, temporary solution to the
problem of an employee who should be kept away from the worksite. It may also be a
good idea to offer the employee the option to work at home while on excused leave if
possible.
• Detail employee to another position. This can be an effective way of getting an employee
away from the worksite where he or she is causing other employees at the worksite to be
disturbed. However, this action will be useful only if there is another position where the
employee can work safely and without disrupting other workers.
Longer-term actions:
Supervisors are sometimes faced with a situation where there is insufficient information
available to determine if an employee poses a safety risk, has actually committed a crime, or
has a medical condition which might make disciplinary action inappropriate.
• Indefinite suspension: An indefinite suspension is an adverse action that takes an
employee off-duty until the completion of some ongoing inquiry, such as a company
investigation into allegations of misconduct. Companies usually propose indefinite
suspensions when they will need more than 30 days to await the results of an
investigation, await the completion of a criminal proceeding, or make a determination on
the employee's medical condition.
• Indefinite enforced leave: This action involves making the employee use his or her own
sick or annual leave (after the 30-day notice period with pay) pending the outcome of an
inquiry.
Disciplinary Actions
Where the supervisor possesses the relevant information regarding violent, harassing,
threatening, and other disruptive behavior, the supervisor should determine the appropriate
disciplinary action. The selection of an appropriate charge and related corrective action should
be discussed with human resources and legal staff where appropriate. Some disciplinary actions
are:
• Reprimand, warning, short suspension, and alternative discipline. These lesser disciplinary
actions can be used in cases where the misconduct is not serious or intervention may

correct the problem behavior. They are an excellent means of dealing with problem
behavior early on.
• Removal, reduction-in grade, and long-term suspension. Be sure to coordinate with legal
staff to ensure compliance with local, state, and federal law.
Disabilities as a Defense against Alleged Misconduct
The Equal Employment Opportunity Commission (EEOC) has issued important guidance that
specifically addresses potentially violent misconduct by employees with disabilities. Although
this guidance deals specifically with psychiatric disabilities, it applies generally to other disabling
medical conditions. It advises that an organization may discipline an employee with a disability
who has violated a rule (written or unwritten) that is job-related and consistent with business
necessity, even if the misconduct is the result of the disability, as long as the company would
impose the same discipline on an employee without a disability. The guidance specifically states
that nothing in the Rehabilitation Act prevents an employer from maintaining a workplace free
of violence or threats of violence.
For a detailed discussion of all these points, see EEOC Enforcement Guidance on the Americans
with Disabilities Act and Psychiatric Disabilities, EEOC number 915.002, 3-25-97. The guidance is
available on the Internet at http://www.eeoc.gov, or a copy can be obtained by calling the
EEOC Publications department at (800)669-3362.
Actions to inform all employees and the public
It is important to conduct a group debriefing after a serious incident of violence for immediate
co-workers in how to communicate with the victim/co-worker who is re-entering the job after
absence. To alleviate anxiety and reduce misinformation, keep the lines of communication open
between labor and management. Assign a person or persons to be responsible for dealing with
the media, if necessary.

Module 6 Quiz
submitted.
1. Immediately after an assault occurs, an employer should focus first on providing for the
___________ and __________ needs of all affected employees.
a. physical, psychological
b. emotional, physical
c. medical, psychological
d. financial, medical
2. All affected employees should be included in a debriefing for all of the following reasons,
except?
a. The cause of the violence can be discussed
b. A plan of action addressed
c. Coordination with local law enforcement agencies
d. Those needing further counseling can be identified
3. To show their support of the victims, employers should support prosecution of offenders in
all of the following ways except:
a. Assist the victim in making court appearances
b. Assist the victim in working with the prosecution
c. Allow the victim to join the protected witness program.
d. Help identify and prosecute offenders
4. In situations where a disruption has occurred on the job, or where there is a belief that the
potential for violence exists, a supervisor may need to keep an employee away from the
worksite.
a. True
b. False

5. According to the text, what is the most important reason to keep the lines of
communication open between labor and management?
a. To alleviate anxiety
b. To reduce misinformation
c. To control misinformation
d. a and b above

Module 7: Organizational Recovery
Introduction
Despite the best-laid plans of any organization, violence in the workplace can and does happen.
Just as companies develop policies and procedures designed to head off these occurrences,
they must be equally prepared to deal with the aftermath of such incidents. Quite often
management's focus will be on getting the operational side of the department back in working
order.
However, just as important as getting the department back on-line is attending to the impact
such incidents can have on department personnel. This module will provide information
designed to assist management in helping the organization recover after an incident of
workplace violence.
Listed below are several initial steps management can take when an incident of workplace
violence occurs.
Ensure a management presence in the workplace
It's important that managers commit ample time with their employees, in the workplace or
wherever they may be. Employees need to be reassured of their concern, and they need to be
able to ask questions. Senior management should ensure that immediate supervisors are
supported in this role, relieved of unnecessary duties, and not pulled away from their
subordinates to write lengthy reports or prepare elaborate briefings.
Share information with employees
Employees will have many questions and they need the answers -- often more than once -- if
they are to resolve the experience for themselves. Information will develop over time, so
information strategies need to be simple and fluid. A notice board at the elevator or a recorded
message on a "hotline" number may suffice for the basics. A user-friendly system for individual
questions also needs to be established.
Include union leadership
It's always good policy to involve the union in designing the various programs within the safety
management system. Union representatives can help in reassuring employees after an incident
and in getting information to employees.

Bring in crisis response professionals
When an incident occurs, involve these emergency mental health consultants as soon as
possible. They will generally meet with management first, working down the chain, and then
with line employees. Based on what the consultants learn, they will offer services such as;
debriefings, defusing, and informal counseling, perhaps in the work area.
Employee Assistance Program
Small firms interested in setting up an employee assistance program can call the Employee
Assistance Professional Association's member services office at (703) 522-6272; the association
will put your company in touch with one of its 96 local chapters. The association can also
provide information on how several small businesses can share services.
Support informal debriefing
The formal debriefing doesn't end the recovery process. Provide opportunities for employees to
talk informally with one another when they feel a need to discuss the experience. A
comfortable break area and flexibility about break times may be all that is needed.
Support care-giving within work groups
Keep work groups together as much as possible, and try not to isolate employees from their
normal support groups at work. Show respect and support for employees' efforts to care for
one another.
Handle critical sites with care
Initially, the site of a seriously violent incident will probably be secured as a crime scene. If it is,
management needs to be sensitive to a number of issues. It is helpful if employees don't have
to come back to work and face painful reminders. But on the other hand, the area should not
be so "sanitized" that it gives the appearance that management is pretending nothing
happened. If someone has died, that person's work area will be a focus of grieving, and it needs
to be respected as such.
Buffer those affected from post-event stresses
Effective coordination with the media and timely dissemination of information can help reduce
media pressure on those who are the most vulnerable. Assistance with benefits and other
administrative issues can reduce the burden on victims and families.

Help employees face feared places or activities
Returning soon, if only briefly, to a feared site can help prevent lasting effects such as phobic
responses. Having a friend or loved one along, or being supported by close work associates,
may make the first step much easier.
Remember the healing value of work
Getting back to work can be reassuring, and a sense of having a mission to perform can help the
group recover its morale. But the return to work must be managed in a way that conveys
appropriate respect for the deceased, the injured, and the traumatized.
The Critical Incident Stress Management Process
Formal crisis intervention processes for victims of critical incidents, such as workplace violence,
have been used and recommended by mental health professionals for years. One such process,
Critical Incident Stress Management, has been pioneered by Dr. Jeffrey Mitchell of the
University of Maryland at Baltimore County.
Critical Incident Stress Management (CISM) represents an integrated system of services and
procedures whose purpose is to achieve several goals:
• Prevent traumatic stress,
• Mitigate traumatic stress,
• Intervene to assist recovery from traumatic stress,
• Accelerate recovery whenever possible,
• Restore to function, and
• Maintain employee health and welfare.
The CISM team
A CISM team, generally comprised of mental health professionals and trained peer support
personnel, provides a variety of services including:
• Defusings,
• Demobilizations after a disaster,
• Debriefings,
• Informal discussions,
• Significant other support services,
• Individual consults (one-on-one), and

• Follow-up services.
For the purposes of this discussion, the focus will be on two of the more commonly used CISM
services: debriefings and defusings.
Critical Incident Stress Debriefing
The impact of a critical incident on an individual's life appears to be mitigated, to some degree,
by the availability of resources that may intervene at various stages following the incident.
The Critical Incident Stress Debriefing (CISD) is a model designed to yield just such a result. The
CISD model assists the victims of critical incidents with their recovery process. The model
incorporates seven phases:
1. Introductory Phase,
2. Fact Phase,
3. Thought Phase,
4. Reaction Phase,
5. Symptom Phase,
6. Teaching Phase, and
7. Re-entry Phase.
Debriefings are group meetings that are designed to give participants an opportunity to discuss
their thoughts and feelings about a distressing event in a controlled and rational manner, and to
help them understand that they are not alone in their reactions to the incident. It is
recommended that a formal debriefing be held within 24 to 72 hours after an incident.
Depending on the number of participants and the severity of the incident; debriefings generally
last anywhere from one to three hours.
Given the time recommendations for debriefings and defusings, Critical Incident Stress
Management (CISM) providers are reminded that CISM interventions should not interfere with
the priorities of criminal investigations. In those cases where criminal proceedings are likely to
result from the critical incident, it is important to coordinate CISM interventions with the
appropriate prosecutory authority.
Debriefing teams represent a partnership between mental health professionals and peer
support personnel. Mental health professionals serving on a Critical Incident Stress Debriefing
team possess at least a master's degree in psychology, social work, psychiatric nursing,
psychiatry, or mental health counseling. Peer support personnel are trained and prepared to
work with mental health professionals in preventing and mitigating the negative impact of

acute stress on their fellow workers. All team members receive training in crisis intervention,
stress, post-traumatic stress disorder, and the debriefing process.
The following is a brief description of each phase of the debriefing model:
Introductory Phase
During this first phase the leader and team members introduce themselves to the participants.
The leader describes how a debriefing works and lists the ground rules for the debriefing. The
rules are as follows:
• No one is required to talk but participation is strongly encouraged,
• No notes or recordings of any kind are taken during the debriefing,
• Strict confidentiality is maintained, and
• The debriefing is not intended to be therapy.
It is important to convey to participants that their chances for a successful debriefing increase
when participants are made fully aware of what to expect during the process.
Fact Phase
The fact phase begins with the team leader asking participants to identify themselves and
briefly mention their degree of involvement with the incident. For example, participants may
relate their role in the incident, how they were informed of the incident, where they were when
they received this news, and so forth. Participants may begin relating their first reactions to the
incident. This type of information lays the groundwork for the remaining phases of the process.
Thought Phase
Participants are asked what their first thoughts were concerning the incident. The thought
phase begins to personalize the experience for the participants. This is the first phase in which
some participants may exhibit some reluctance to share.
Reaction Phase
Participants are asked to discuss "what was the worst part of the event for them, personally."
This phase generally causes participants to begin exploring some of their deeper, personal
responses to the event. Depending on the intensity of the event and the number of
participants, this segment may last thirty minutes to one hour.

Symptom Phase
Participants are asked to describe the signs and symptoms of any distress they experienced,
such as feeling nauseated, sweating palms, or having difficulty making decisions. Usually three
occurrences of signs and symptoms are discussed:
1. Those that appeared at the time of the incident,
2. Those that arose during the next few days, and
3. Those that they are still experiencing at the time of the debriefing.
Teaching Phase
During the teaching phase the leader and team members share information regarding the
relationship between the critical incident and the subsequent cognitive, emotional, behavioral,
and physiological reactions that others involved in such events have experienced. Participants
should be provided with additional written information to read at a later time. During this
phase, participants may ask new questions or bring up information that was not discussed
earlier.
Re-entry Phase
This phase signals the end of the debriefing. Participants are encouraged to ask questions and
explore other issues associated with the incident that may have not surfaced earlier. Team
members are asked to provide some summary remarks, and the team leader makes a few
additional statements in an effort to bring closure to the debriefing. A crucial message
emanating from the debriefing is that the participants' reactions are normal responses to an
abnormal event.
Is a Debriefing Warranted?
The decision about whether or not a formal debriefing may be necessary. Though not all-
inclusive, some examples of important questions to explore when assessing the need for a
debriefing are these:
• What is the nature of the incident?
• Is the event of sufficient magnitude as to cause significant emotional distress among
those involved?
• How many individuals are affected by the incident?
• What signs and symptoms of distress are being displayed by the witnesses to the
incident?

• Are the signs and symptoms growing worse as time passes?
• Are any of the following key indicators of a need for a debriefing present: behavior
change; regression; continued symptoms; intensifying symptoms, new symptoms arising,
or group symptoms present?
In some instances, as these and other questions are explored, it may be determined that a
formal debriefing is not warranted. Or, perhaps there may be a decision to briefly meet with the
group(s) who have been affected by the incidents to further assess the need for a formal
debriefing. Under these circumstances, a critical incident stress defusing may be appropriate.
This process will be discussed next.
Critical Incident Stress Defusing
Other than the critical incident stress debriefing, the defusing is one of the most frequently
used Critical Incident Stress Management (CISM) techniques. Defusings are, in essence, short
debriefings. Defusings generally last less than one hour and provide CISM team members with
an immediate opportunity to ask a wide range of questions about the critical incident. As in the
debriefing, participants are not required to talk during the defusing. It is recommended that
defusings be conducted within the first eight hours of the resolution of a traumatic event.
Three phases
The critical incident stress defusing consists of three phases.
Phase One- Introduction:
Here the CISM team members introduce themselves, describe the defusing process, set forth
the guidelines, and encourage participation.
Phase Two – Exploration:
In this phase, team members ask the participants to describe their experience of the critical
incident. During this time, the group is permitted to talk freely while the team members
monitor the participants' comments. As the group discusses their experiences, the team
members can also ask appropriate questions in an effort to learn more about the most
important parts of the critical incident. As the discussion begins to fall off; the discussion moves
to the third and final phase.

Phase Three – Information:
During this phase, team members provide participants with information designed to help them
cope during the next few days until the distress resolves on its own or until the team can
organize a formal debriefing, if one is deemed necessary. This information consists of
suggestions regarding rest, diet, and exercise as well as other stress control strategies.
Outcomes
The critical incident stress defusing will generally result in one of two outcomes. First, it may
eliminate the need for a formal debriefing. Participants receive valuable coping information
during defusing that, if attended to, can go a long way in mitigating the impact of the critical
incident and in accelerating their recovery. In addition, participants come away from a defusing
with more information about the incident than they started with and, again, this has proven to
be beneficial to the recovery process.
The second possible outcome of a defusing can be to enhance a subsequent formal debriefing.
Participants who have attended a defusing will generally have a good idea of what to expect in
a debriefing and, hopefully, will have realized the benefit of participating in such a group
process. In addition, the team that conducts the defusing will often be part of the larger team
that conducts the debriefing. Thus this Critical Incident Stress Management (CISM) team will
have more information about the incident and the involved parties prior to the debriefing. The
team will also have a better understanding of the impact of the event on many of the
participants.
Conclusion
As mentioned earlier, both critical incident stress debriefing and defusing are among the two
most utilized processes under the CISM umbrella. Neither model should be employed by
anyone other than trained mental health professionals and other trained CISM team personnel.
It should also be emphasized that the CISM process is but one crisis intervention model among
others available to companies. In the final module, we'll be discussing how to evaluate your
violence prevention program. But, as you know by now, it's time for review!

Module 7 Quiz
submitted.
1. Attending to the impact of violent incidents on department personnel is just as important
as the effort to get the department back on-line.
a. True
b. False
2. Critical Incident Stress Management (CISM) represents an integrated system of services
and procedures whose purpose is to achieve all of the following, except?
a. Prevent traumatic stress
b. Accelerate recovery whenever possible
c. Intervene to assist in determining liability
d. Mitigate traumatic stress
3. A CISM team, generally comprised of mental health professionals and trained peer support
personnel, provides all of the following, except?
a. Follow-up compliance inspections
b. Debriefings
c. Significant other support services
d. Demobilizations after a disaster
4. Which of the following is not one of the seven CISD model phases?
a. Introductory Phase
b. Feeling Phase
c. Reaction Phase
d. Teaching Phase

5. It is recommended that defusings be conducted within the first ______ hours of the
resolution of a traumatic event.
a. 4
b. 24
c. 8
d. 12

Module 8: Program Evaluation
Introduction
One essential element that cannot be overlooked is to evaluate the violence prevention
program on a scheduled basis, and immediately after an incident has occurred. If the program is
not evaluated at least annually, program issues or weaknesses may never be detected.
As with any program, personnel, facilities, and issues can change within a year and updates
must be maintained. Procedures may break down if they are not exercised regularly. In these
instances, practice may be necessary to keep procedures effective.
After an incident, it's important to evaluate the program to see if there are any changes that
should be made immediately to prevent a similar incident from occurring in the future.
Steps in the Evaluation Process
• Appoint knowledgeable employees to conduct the evaluation to ensure effective results.
• Conduct an initial assessment to determine what program components are in place.
• Analyze the components of the violence prevention program.
• Measure improvement based on lowering the frequency and severity of workplace
violence.
• Identify those components that require improvement.
• Conduct and review the results of an employee survey.
• Develop ways to improve ineffective components.
• Educate, train and implement changes in the program.
• Devise and update your system for measuring improvement.
• Keep abreast of new strategies to deal with violence.
Assessment and analysis
The initial assessment is important to make sure all critical components of the violence
prevention program are present. Once program components have been assessed, it's important
to analyze each of the components to determine what they look like. Most components will
actually be some sort of procedure or process.
In the analysis these procedures and processes are broken down into distinct steps. Each step is
then looked at to make sure it is necessary and effective. The analysis process involves breaking
down each component of the program.

Important processes and procedures to analyze
• Post incident response procedures.
• Supervisor/employee walkaround inspection procedures. Do they assess for violence
prevention measures?
• Review the employee survey process. Is it producing valid, reliable date?
• Review staff meetings/safety committee meetings to determine if they address violence
prevention issues.
• Review workplace violence reporting procedures.
• Track the process of reporting problems and making engineering and administrative
control measures.
• Review the violence prevention program education and training process.
It's also a good idea to include local law enforcement representatives, legal staff, OSHA, insurer,
or private consultants and/or other expert third-party experts to evaluate program processes
and procedures.
Important policies, plans, reports and records to analyze
• Review the written violence prevention plan.
• Violence prevention program policies. Policies should be informative and directive.
• Log of injuries and illnesses (OSHA 300 Log) to identify trends in workplace violence-
related injuries relative to "baseline" rates.
• Safety inspection reports.
• Medical reports of worker injuries.
• Incidents of assault and threats of violence.
• Post incident response reports.
• Information on high-risk clients with a history of past violence.
• Minutes of safety meetings.
• Job hazard analyses.
• Records of relevant training conducted, attendees and qualification of trainers.
Evaluate the program after an incident
After an incident occurs, it is especially important to evaluate the workplace violence
prevention program and assess its effectiveness. Deficiencies should be identified and
corrective action taken. It's crucial to know what risks existed prior to a threat or incident so
that the evaluation team can determine what additional security measures, if any, should he
put in place after a threat or violent incident.

• If warranted, provide increased worksite protection when serious threats of violence
have been made, such as requesting additional police patrols, hiring security guards,
and/or alerting organizations or people who might be affected.
• Consider the costs and benefits of providing increased protection to threatened
employees, such as changing their phone numbers, relocation, loaning them a cellular
phone, or providing them with a quick response distress button or information about
where this device can be obtained.
• Counsel potential victims about various civil and criminal options available to them, such
as obtaining a restraining order.
When all is said and done
Unfortunately, it does not appear that violence is decreasing in our society. Ultimately, this
violence is being played out in the workplace. For legal, and more importantly, human reasons,
businesses can no longer choose to ignore this important issue. These guidelines were created
to help you in planning how your organization can address this issue. OSHA’s violence
prevention guidelines are an essential component to workplace safety and health programs.
OSHA recognizes the importance of effective safety and health program management in
providing safe and healthful workplaces. OSHA believes that the performance oriented
approach of the guidelines provides employers with flexibility in their efforts to maintain safe
and healthful working conditions. OSHA has additional information to help you with this and
many other safety and health issues.

Module 8 Quiz
submitted.
1. According to the text, one essential element that cannot be overlooked is to review your
program on a ________ basis, at a minimum.
a. quarterly
b. yearly, annual
c. periodic
d. random
2. Which of the processes and procedures below are important to analyze in the violence
prevention program review?
a. Post incident response procedures.
b. Walk-around inspection procedures.
c. Violence reporting procedures.
d. All of the above.
3. Violence prevention program policies should be both informative and directive.
a. True
b. False
4. All of the following are listed in the text as valuable participants in the evaluation process,
except?
a. local law enforcement representatives
b. OSHA consultants
c. Department of Human Resources
d. Insurer representatives
5. According to the text, it appears that workplace violence is decreasing in our society.
a. True
b. False

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