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Our Mission is to help you protect and optimize your greatest asset
– your people!

An unprecedented wave of workplace violence is sweeping the nation. Small day-trading firms, large high-tech corporations, schools, airlines, religious institutions, factories, post offices ... no organization can afford to look the other way.

The Workplace Violence Headquarters is your complete training and consulting resource. With two decades of experience, expertise and insight, we've made it our priority to show organizations how to protect the workplace from violence and rage.

Through the carefully researched information provided on this site – and our customized workshops and seminars – you and your organization will quickly discover result-oriented ways to prevent the devastating effects of violence and rage.

WV-HQ Principals Sheryl and Don Grimme, one of the top training and speaking teams in the country, specialize in helping you to optimize your organization by giving you the answers you need and the solutions to your most pressing people problems. Blending a unique and complementary set of experience and talents, they show you how to immunize your organization from the ravages of violence, rage and unwarranted stress.

So take a few moments to look through the next few pages of helpful information. And before you leave, make the commitment to call us at 954-720-1512. We're here to assist you and keep your organization safe and profitable. Give your executives and employees the tools and incentives to fight against the internal and external assaults that threaten to destroy everything you've worked for.

To schedule a workshop or presentation for your organization, contact the
Grimmes today at 954-720-1512 or at: Solutions@GHR-Training.com

Despite the growing phenomenon of physical and verbal violence in the workplace, companies large and small are clinging to two prevailing Myths:

MYTH #1
"It can't happen here!"

During the course of our multi-year research – with far too few exceptions – both small business owners and corporate executives insisted that there was no need for training or crisis planning to deflect or eliminate violence (or even office rage).

We refer to Myth #1 as the Ostrich Syndrome. Executives must be burying their heads in the sand if they fail to see the potential for violence in their organizations. Across the nation, thousands of violent incidents, ranging from verbal assaults to physical attacks, occur every day – including in their own workplaces. Unfortunately, most incidents are never reported – further propagating the Myth.

If the epidemic of anger and violence during the past few years has demonstrated anything, it is that it can strike...at any time, in any community, in any workplace.

That's the bad news. The good news becomes revealed when Myth #2 is exposed. You see, workplace violence can be prevented. In fact, in 99% of incidents, there are clear warning signs!

Myth #2 aggravates and perpetuates Myth #1. If organizations believe that rage and violence can't be prevented, they're more likely to rationalize that it can't happen anyway.

The Workplace Violence Headquarters currently is showing more proactive organizations across the country how to detect those warning signs and how to defuse rage and potential violence before it erupts. For more information, call 954-720-1512 or write to us at: Solutions@GHR-Training.com. And preview our answers to often-asked questions in the FAQ section of this site.

Lately, it seems, we can't avoid hearing, seeing or reading about more incidents of aggression and hostility. Violence has infected the very tapestry of our lives. In our homes. In our schools. And, with frightening regularity, violence seems to have firmly anchored itself in workplaces and organizations across the nation.

Combating violence is a three-step process:

1. We must understand the magnitude and effects of the problem.

2. Then we must identify the potential aggressors and victims.

3. Finally, we must identify and implement viable solutions to curtail, eradicate and immunize our organizations from the lasting ramifications of violence.

Magnitude & Effects

According to the U.S. Department of Justice the workplace is the most dangerous place to be in America. The problem is so pervasive that the Centers For Disease Control have classified workplace violence as a National Epidemic.

In fact, workplace homicide is the fastest growing category of murder in the U.S. And homicide is now the leading cause of on-the-job death for women (and second leading cause for men). However, the real danger (and staggering cost in both human and financial terms) is the mountain of physical and verbal violence, of which murder is just the peak (representing only 0.05% of the 2 million victims of physical workplace violence / year). [Source: U.S. Department of Justice, BJS, 7/28/98]

[ Notice that instances of verbal violence are 3 times that of physical violence. ]

1 in 4 workers are attacked, threatened or harassed each year, costing:

• $13.5 billion in medical costs / year
  

• 500,000 employees missing 1,750,000 days work / year

• 41% increased stress levels

Aggressors & Victims

Who are the perpetrators of workplace violence?

Over 80% are male, usually white and over 30. Though news accounts would lead us to believe otherwise, only 3% are former employees (20% are current employees). Actually, over two-thirds of physical and verbal attacks come from strangers (e.g., during a robbery) or customers. This is especially the case for male victims. Women are more likely to be attacked by someone they know. For example, domestic violence spillover is the fastest growing category of workplace violence.

Who is at greatest risk of workplace violence?

Anyone in a job that involves extensive contact with the public, especially if limited attention is paid to customer satisfaction. (Witness the increasing accounts of airline passenger rage.) Also, anyone working in markedly bureaucratic organizations where limited attention is paid to employee satisfaction. In this context, supervisors and managers are particularly at risk: employee-boss murders have doubled during the past ten years.

Can potential aggressors be identified?

Yes they can! In fact, 99% of workplace violence perpetrators exhibit clear warning signs before "going postal". Workplace Violence HQ has developed a Formula for Workplace Violence that we call:

POSTAL
Profile + Observable Warning Signs + Shotgun + Triggering Event = Always Lethal

Profile (of potentially violent persons):

1. Previous history of violence, toward the vulnerable, e.g., women, children, animals

2. Loner, withdrawn; feels nobody listens to him; views change with fear

3. Emotional problems, e.g., substance abuse, depression, low self-esteem

4. Career Frustration – either significant tenure on the same job OR migratory job history

5. Antagonistic relationships with others

6. Some type of obsession, e.g., weapons, other acts of violence, romantic/sexual, zealot (political, religious, racial), the job itself, neatness and order

Observable Warning Signs (often newly acquired negative traits):

1. Violent and Threatening Behavior, hostility, approval of the use of violence

2. "Strange" Behavior, e.g., becoming reclusive, deteriorating appearance/ hygiene, erratic behavior

3. Emotional Problems, e.g., drug/alcohol abuse, under unusual stress, depression, inappropriate emotional display

4. Performance Problems, including problems with attendance or tardiness

5. Interpersonal Problems, e.g., numerous conflicts, hyper-sensitivity, resentment

6. "At the end of his rope", e.g., indicators of impending suicide, has an unspecified plan to "solve all problems"

Shotgun (not required for non-lethal violence):

• Access to and familiarity with weapons

Triggering Event (the last straw, no way out, no more options):

1. Being fired, laid off or suspended; passed over for promotion

2. Disciplinary action, poor performance review, criticism from boss or coworkers

3. Bank or court action (e.g., foreclosure, restraining order, custody hearing)

4. Benchmark date (e.g., company anniversary, chronological age, Hitler's birthday Ð as was the case for Columbine)

5. Failed or spurned romance; personal crisis (e.g., divorce, death in family)

That's how to predict it. Organizations can prevent employee-initiated violence during the hiring process (e.g., through careful interviewing and background checks). For the existing work force, they can use a combination of benevolent, motivational management practices, a zero-tolerance violence policy (effectively communicated and enforced), employee training, and appropriate use of counseling, EAP referral and disciplinary action ... plus sound security measures.

But how can employees protect themselves and their coworkers when faced with a hostile, potentially violent non-employee (e.g., a customer)? They can call on the POSTAL carrier's traditional nemesis:

DOGS
Defusing Of Grievance = Safety

Visualize a big balloon that's about to burst. Instead of puncturing the balloon with confrontation, you want to gradually deflate it – by confirming a person's perspective (without necessarily agreeing with it). Here's how you do that:

[Much of the following was originally formulated by hostage negotiator Larry J. Chavez, B.A., M.P.A. of Critical Incident Associates, www.workplace-violence.com.]

1. Understand the mindset of the hostile or potentially violent person

The person has a compelling need to communicate his grievance to someone now! Give him a verbal outlet. Even if he is wrong, the individual is acting on perceptions that are real to him. In the overwhelming number of cases, the person just wants fairness.

2. Practice "Active Listening"

Stop what you are doing and give the person your full attention. Listen to what is really being said. Use silence and paraphrasing. Ask clarifying, open-ended questions.

3. Avoid confrontation. Instead, build trust and provide help

Be calm, courteous, respectful and patient; open and honest. Never belittle, embarrass or verbally attack a hostile person.

4. Allow a total airing of the grievance without comment or judgment

Make eye contact (but don't stare). Allow verbal venting of emotion. Let the person have his say (not necessarily his way). Ignore challenges and insults – don't take it personally; redirect attention to the real issue.

5. Allow the aggrieved party to suggest a solution

A person will more readily agree to a resolution that he helped formulate. And it might surprise you that the person's suggestion may be very reasonable.

6. Move toward a win-win resolution

Preserve the individual's dignity. Switch the focus from what you can't do toward what you can. With the person's permission, call in additional resources, e.g., supervisor, Human Resources, Employee Assistance Program, Security, or Police.

Eliminating violence in the workplace should be a top priority for every executive, manager and team leader. And if your organization hasn't experienced this issue yet, be glad. Do not, however, be content. Rather than doing nothing or waiting until a serious act of aggression occurs in your organization, get proactive – by training your team to eliminate violence before it happens.

Workplace Violence Headquarters specializes in giving your management team and employees the information they need to avoid becoming another statistic. As one of the nations leading authorities on workplace violence and rage, we offer customized presentations, training programs and executive sessions ranging from one-hour to several days. Contact Sheryl & Don Grimme today at 954-720-1512 or at: Solutions@GHR-Training.com

For related information on curbing violence in the workplace through the hiring process click here.

Detect, Defuse and Protect:
How to Deal with Violence in The Workplace

Violent acts committed at the workplace by employees or customers have become a source of concern and confusion throughout the nation. This program clarifies the nature and scope of workplace violence – and what organizations and individuals can do to prevent it. Using the Grimmes' POSTAL formula for violence prevention (and applying it in numerous real-world case studies), participants will learn how to detect the Profile, Observable warning signs, Shotgun (i.e., weapons access), and Triggering events of workplace violence – both in prospective and current employees and in customers. Anger defusing techniques, the role of organizational culture, and the need for appropriate policies, procedures and crisis management planning also are covered.

Dynamic presenters incorporate interactive exercises, powerful visual aids, and information-packed handouts to deliver cutting-edge programs – that give your organization the tools and insights to create long-term change. Available in a variety of formats and lengths.

View Sample Program Outline

To schedule a workshop or presentation for your organization, contact the
Grimmes today at 954-720-1512 or at: Solutions@GHR-Training.com

Isn't all the media coverage of workplace murders overblown, giving the public a misleading sense of the level of actual danger?

No! While it's true that you have a greater chance of being hit by lightning than being murdered by a coworker, workplace homicide is the fastest growing category of murder in the U.S. And homicide is now the leading cause of on-the-job death for women (and second leading cause for men). However, the real danger (and staggering cost in both human and financial terms) is the iceberg of physical and verbal violence, of which murder is just the tip (representing only half of 1% of the 2 million victims of physical workplace violence / year).

To put it another way, 1 in 4 workers are attacked, threatened or harassed each year – costing $13.5 billion annually in medical costs. According to the U.S. Department of Justice, the workplace is the most dangerous place to be in America! The problem is so pervasive that the Center For Disease Control has classified workplace violence as a National Epidemic.

What do you mean by physical violence other than homicides?

For example, each year there are 51,000 work-related rapes, 84,000 robberies, almost 400,000 aggravated assaults (e.g., involving a gun or knife) and over 1.5 million reported "simple assaults" (e.g., fist-fights and unwelcome fondling). The actual number of simple assaults is probably much higher Ð many companies do not want to report these to the police.

Verbal violence? What's that – noise pollution?

No (although we think that's bad enough to warrant attention). Over 6 million employees are threatened, intimidated or harassed at work each year. This ranges from gender or racial slurs to bullying to actual threats of bodily harm.

We get the impression that most workplace violence is caused by disgruntled former employees. Is that accurate?

No. Actually, they represent only 3% of workplace violence incidents. Seven times that level of reported violence (20%) comes from current employee (including bosses, by the way), but over two-thirds of attacks (both physical and verbal) come from strangers or customers. This is especially the case for male victims. Women are more likely to be attacked by someone they know. For example, domestic violence spillover is the fastest growing category of workplace violence (e.g., battering husbands or romantic stalkers pursuing their prey to the workplace, often injuring others in the process).

Whose at greatest risk of workplace violence?

Anyone in a job that involves extensive contact with the public –especially if limited attention is paid to customer satisfaction. (Witness the increasing accounts of airline passenger rage.) Also anyone working in a markedly bureaucratic organization where limited attention is paid to employee satisfaction. (It's no accident that postal workers – more than any other occupation – have "gone postal".) In this context, supervisors and managers are particularly at risk: employee-boss murders have doubled during the past ten years.

Perhaps the scariest thing about workplace violence is that you never know where it's going to strike next. The quietest people are the ones who all of a sudden "go postal".

We don't agree, though you are correct that that is the "common wisdom". To us, the scariest thing about workplace violence is that perception – which is the result of denial and cover-up and not reality. In fact, 85% of workplace violence perpetrators exhibited clear warning signs. For example, if you look closely at highly publicized workplace murderers like Eric Harris and Dylan Klebold (of the Columbine massacre) or Mark Barton (of the Atlanta day trading murders), you'll see the classic profile, warning signs and triggering events – visible to others who could have intervened and prevented the tragedies.

Well, how can potential aggressors be identified?

As a way of encapsulating all the good available information on this, we have developed a Formula for Workplace Violence that we call: POSTAL, i.e., 
Profile + Observable Warning Signs + Shotgun + Triggering event = Always Lethal.

Let's start with the Profile. What is it?

First of all, the value of the Profile is that much of it can be learned about prospective employees during the hiring process (e.g., through careful interviewing and background checks). Some of the profile of even customers can be learned through credit checking and/or interpersonal contacts. Now here's the profile itself. Most potentially violent persons have a combination of at least several of the following six characteristics:

1. Previous history of violence, usually toward those most vulnerable. For example, Eric Harris tortured animals. Mark Barton was suspected by the police of murdering his first wife.

2. Career frustration – either significant tenure on the same job (e.g., the postal worker profile) OR a migratory job history (e.g., Mark Barton had tried and quit several careers and was failing as a day trader). And Harris and Klebold were frustrated in their high school "careers".

3. Emotional problems, e.g., substance abuse, depression or low self-esteem.

4. Loner, e.g., Harris and Klebold were only on the fringes of even the anti-clique "Trench Coat Mafia"; Barton's means of earning a living became progressively isolating.

5. Antagonist relationships with others, e.g., fighting, disagreements, persecution – either as perpetrator or victim, often both.

6. Some type of obsession – often with weapons and other acts of violence, but it can include romantic/sexual, zealotry (political, religious, racial), the job itself or even neatness and order.

It's important to bear in mind, however, that having any one (or even two) of these characteristics does not mean someone will become violent. There are millions of people frustrated in their careers, who suffer from depression or who are introverts who will never commit violence. [The same caveat applies to the other factors in the formula.] It's the profile characteristics (especially violence history, antagonism and obsession) acting in combination – and when coupled with the other factors in the formula – that's lethal.

What about those Observable Warning Signs?

These are often newly acquired negative traits. Their value is that they can be detected in your day-to-dealings with current employees – or non-employees (e.g., customers) with whom you have contact. Like the Profile, which it parallels, there are six categories of warning signs:

1. Violent and Threatening Behavior, including hostility and approval of violence, e.g., Harris' Internet writings and the video he and Klebold created for a class-project.

2. Performance Problems, including difficulty concentrating and problems with attendance or tardiness.

3. Emotional Problems, e.g., such as those mentioned under the Profile; also appearing to be under unusual stress or inappropriate emotional display.

4. "Strange" Behavior, e.g., becoming reclusive, deteriorating appearance/hygiene, erratic behavior. Visualize what we've come to know about Harris and Klebold.

5. Interpersonal Problems, e.g., numerous conflicts, hypersensitivity, resentment Ð all as displayed by Harris and Klebold (and Barton, to those who knew him).

6. "At the end of his rope", e.g., indicators of impending suicide, has a plan to "solve all problems"

What's this "Shotgun" in your formula?

Shotgun stands for access to and familiarity with weapons (not only shotguns, but we needed an S). This is almost always a factor in workplace homicides, but, of course, is not required for non-lethal violence.

And the "T" for Triggering event?

The Triggering event is the last straw or that which causes the perpetrator to believe that there is no way out, no more options. Typical examples:

• Being fired, laid off or suspended; passed over for promotion (or Harris's rejection by the Naval Academy or Barton's losses in the stock market)

• Disciplinary action, poor performance review, criticism from boss or coworkers

• Bank or court action, e.g., foreclosure, restraining order, custody hearing

• Benchmark date, e.g., company anniversary, chronological age or Hitler's birthday (as in Columbine)

That's how to predict it. How can organizations prevent violence?

The best way to prevent employee-initiated violence is during the hiring process (as we described previously). For the existing workforce, they can use a combination of benevolent motivational management practices, a zero-tolerance violence policy (effectively communicated and enforced), employee training, and appropriate use of counseling, referral to the organization's Employee Assistance Program and disciplinary action – plus sound security measures.

But you said strangers or customers, not employees, cause most workplace violence. How can employees protect themselves and their coworkers when faced with a hostile, potentially violent non-employee?

They can call on the POSTAL carrier's traditional nemesis, DOGS, i.e., Defusing Of Grievance = Safety. Visualize a big balloon that's about to burst. You want to avoid puncturing that balloon. Instead, gradually deflate it. You can accomplish this by confirming the agitated person's perspective (without agreeing with it), as follows:

[Much of the following was originally formulated by hostage negotiator Larry J. Chavez, B.A., M.P.A. of Critical Incident Associates, www.workplace-violence.com.]

1. Understand the mindset of the hostile or potentially violent person. He has a compelling need to "communicate" his grievance to someone now! Give him a verbal outlet.

2. Practice "Active Listening".

3. Avoid confrontation. Instead, build trust and provide help.

4. Allow a total airing of the grievance without comment or judgment.

5. Preserve the individual's dignity. Once a person has calmed down, it is the fear of embarrassment that can prevent him from abandoning his plans for violence.

6. Allow him to suggest a solution and move to a win-win resolution.

Any final advice?

Yes - and it's a reframing of our initial point, this time in the positive. Eliminating violence in the workplace should be the top priority for every executive, manager and team leader. If your organization hasn't experienced this issue yet (and be honest), feel grateful. Do not, however, feel content! Rather than doing nothing or waiting until a serious act of aggression occurs in your organization, get proactive by training your team to eliminate violence before it happens.

To view our demo video... please click here!

If you would like more information or to offer your comments and/or suggestions, please fill out our "Information Request Form".

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