The daily paper arrives each morning with more bad news about violence and crime. We try to get on with our routine workday without worrying too much about what we read. One of the last places most of us think violence will be a problem is at work. However, statistics are showing a worrisome trend - violence is on the rise in the workplace too.

How do we define violence in the workplace?

We all have moments when we blow a circuit, so to speak, and lash out in anger or frustration. If a fellow employee slams his desk drawer shut, throws a book on your desk, or yells at someone over the phone, is he being violent? The answer depends on whether anger is acted out directly at another person in a threatening manner. It may be difficult to clearly define “threatening.” The following list outlines some behaviors that warrant caution:

• Any verbal threat to harm another person or destroy property
• Any actual physical aggression
• Any behavior which would be interpreted by a reasonable person as potentially violent – such as throwing things, destroying property, or carrying an object which could be used as a weapon
• Any harassment, including sexual harassment, that makes another person feel unsafe

What are the facts about workplace violence?

Homicide is the third-leading cause of fatal occupational injury in the United States. According to the Bureau of Labor Statistics Census of Fatal Occupational Injuries (CFOI), there were 639 workplace homicides in 2001 in the United States, out of a total 8,786 fatal work injuries. A total of 2,886 work-related fatalities resulted from the events of September 11th. Excluding these fatalities, the overall workplace fatality count was 5,900 for 2001.

According to the Bureau of Justice Statistics, each year from 1993 through 1999, an average of 1.7 million people were victims of violent crime at work in the United States. An estimated 1.3 million (75%) of these incidents were simple assaults, while an additional 19% were aggravated assaults. Of the occupations examined, police officers, corrections officers, and taxi drivers were victimized at the highest rates.

Although women account for nearly half of the workforce, they suffered 23% of the homicides in 1998 and 19% over the 1992-98 period. Domestic violence can migrate to the workplace. Homicides were, by far, the leading manner in which women were fatally injured while in work status.

There are four main categories of workplace violence.

1. Robbery and other commercial crimes
2. Unhappy relationship-related crimes
3. Terrorism and hate crimes
4. Employer-directed crimes

Risk Factors

A number of factors may increase a worker’s risk for workplace assault (Centers for Disease Control and Prevention);

• Contact with the public
• Exchange of money
• Delivery of passengers, goods, or services
• Having a mobile workplace such as a taxicab or police cruiser
• Working with unstable or volatile persons in health care, social service, or criminal justice settings
• Working alone or in small numbers
• Working late at night or during early morning hours
• Working in high-crime areas
• Guarding valuable property or possessions
• Working in community-based settings

Is there a violent person profile?

While it is almost impossible to predict who will be violent on the job, statistics show the typical employee who resorts to workplace violence is male, aged 35 to 50, often an unmarried loner with no close friends. The individual may be considered “odd” by others. Another factor is often that the person’s life is his or her job. Take away that job and you destroy the person’s self-worth. Some of these violent personalities have a history of drug or alcohol abuse, may own a weapon, and have a history of violence towards women, children, or animals. At the core of anger, for many people, is the sense they are not being treated respectfully. Such persons, when ignored, feel slighted. Address grievances before they escalate. Note the following behaviors and attitudes that are also part of the profile:

• A history of interpersonal conflict with co-workers or supervisors
• A history of unwelcome sexual comments or threats of physical assault
• A recent termination or layoff, or the perception that he/she will be let go
• A sense of persecution/injustice
• Frequently exhibits paranoid behavior
• Sense of entitlement
• Holds grudges
• Intrigued by previous incident of workplace violence

How should you handle a violent confrontation?

1. You must try to remain calm in order to out-think the other person. If you get emotional, your panic heightens the emotions of the other person.
2. Remain calm and focused. Keep your voice level and low. Say, ‘I am ready to listen’ and ‘Let me be sure I understand you.’ Act respectfully, even when the person is being unreasonable.
3. Pay attention to the situation around you. Where are you? Are there other people around? Where are the exits? Don’t block the aggressive person’s escape, but consider your own escape options.
4. Don’t contradict the person or discount what he or she is telling you. There is time to sort out the issues when things calm down. Try to suggest alternative ways for the person to get what he/she wants, but don’t promise anything you cannot deliver.

Violence in the workplace is a symptom of pressures involving numerous other social issues and corporate trends. Every person who becomes violent has, in his or her own mind, a good reason for their actions and believes they will get something by being violent. Perhaps their goal is to get revenge, to embarrass someone, to show power, to get money, to intimidate, or reduce the boredom and frustration in their lives. Most every act of violence is preceded by verbal threats and/or physical warning signs. Violence is usually a last resort for a desperate person to communicate their feelings and desires. The best prevention is to be aware of the warnings signs. If you are concerned about a person in your organization, contact your EAP counselor for assistance before a potential problem gets out of hand.

EAP Digest, March/April 1994 was the main source for this newsletter.

Additional Resources

Breaking Point: The Workplace Violence Epidemic and What to Do About It, Kinney, Joseph, 1993.

Critical Incident Stress and Trauma in the Workplace: Recognition…Response…Recovery,
Lewis, Gerald W., Ph.D., Accelerated Development, Inc., 1994.

Crisis Management and Planning for Workplace Violence
Gary A. Freitas, Ph.D.
11019 N. 45th Way, Phoenix, AZ 85028

Video – “Dealing with Conflict”
CRM Learning
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