Active Shooter Response – Responsibility to Have a Plan

January 21st, 2016 Comments off

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Will your building occupants know what to do if an active shooter is loose in your facility hallways or on your campus? Will they all know that the event is happening, thus giving them some chance to react? Do they know what the appropriate reaction should be? Most people’s instincts are to run from danger but they must be given guidelines for doing so in an active shooter situation that won’t put them in even greater danger. What if they are trapped in an area by the shooter? What will they do then? What can they expect from responding police?

Merely depending on common sense assumptions when considering these questions is not a good response plan. Absent of a well thought out and thoroughly communicated plan, your organization is subject to occupants doing things that might make bad conditions worse. You have an ethical and legal responsibility to maintain some level of preparedness. Furthermore, you cannot depend on a very low probability of an occurrence as a defense. The human cost, if it ever does take place, demands a response plan!  No facility where such a tragedy has happened ever considered itself a likely place for it to occur!

These tragic events are now happening with even more frequency. Also, the recent incidents in San Bernardino, CA and Paris, France brings into play the possibility that this could become a terrorist’s preferred method of attack, regardless of their motivation or group sponsorship. It has become increasingly evident that organizations/businesses/schools/universities need an active shooter response plan. Specifically one that is tailored for the security circumstances at their facilities. There is no ‘one size fits all’ solution. Granted, the response plan from one organization or institution to another may have some common reaction guidelines but the specific response protocols for each will be quite different.

In a prior piece I wrote that there are typically three response choices for facility occupants to rely upon:

  • get out – exit the danger area immediately if possible
  • hide out – lock and barricade silently in place if escape is not possible due to the location of the shooter
  • take out – mass attack the shooter if you’re cornered and your hide out option becomes a sudden fight for your life

To be practical and effective a tailored active shooter response plan has to take into account several factors including, but not limited to:

  • The type of facility in question – school, office building, retail store, factory, sports complex, secured facility, etc.
  • The presence of public occupants as well as employees
  • The environment in which the facility is located – city, suburban, rural, remote, etc.
    • This may dictate the time it will take for law enforcement response
  • The type of communication/notification system available – how will everyone in your facility know that such an event is taking place?
    • Don’t just pull the fire alarm as this may generate some less than advisable responses
  • The occupants’ capabilities to evacuate and knowledge of where to go – considering age/physical abilities/facility operations/etc.
  • Emergency responder tactics and expectations

The variations of how “get out / hide out / take out” is applied and which of the response options are selected under what conditions will be influenced by these and other factors.  Accounting for these factors in a specific response plan, and giving example circumstances during training will help to prepare each occupant to know what they should be doing.

Finally, the response plan must be tested and rehearsed. Include the local emergency responders in the refinement of your plan. Lessons learned from other incidents that have occurred, and from your own rehearsals, can be used to further modify and tailor your active shooter response plan; the one that might become part of your legal defense and your clear conscience. Arm people with the knowledge that will give them a chance to survive. It’s the right thing to do.

For more detailed training regarding active shooter response guidelines see our free course at www.imac-training.com

 

 

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Security Concerns and Personal Protection for the Olympics

December 31st, 2015 Comments off

If your company is planning to have people go to the 2016 Olympic Games in Rio de Janeiro next summer there are a few things corporate security teams need to be preparing for now. The Olympic events will bring thousands of people into the country and there will be an increase in street crime activity and possible terrorist threats that go along with the excitement of, and media attention brought by the games. This goes beyond the normal understanding of general security awareness measures and reserving lodging and transportation. You have to make your employees and guests understand how and why people might be targeted beyond the significance of the event being a terror target. Granted, authorities will be doing the work to maintain a secure environment at the Olympic event venues. However, your people’s time in country outside of those venues is even more of a challenge. Latin American countries while beautiful, can be dangerous places and Brazil is no exception, even though they have been preparing for these games. Violent street crime is an increasing problem as are the activities of more organized Transnational Crime Organizations (TCO’s). The proper approach to personnel security during these games will have to due primarily with these three things:

In terms of awareness, short-term visitors to Rio need to focus on how not to become an attractive target of opportunity. Remember that perception is reality to the street criminal looking for an easy mark. Foreigners seeming to be confused or tentative, and appearing to have some wealth, are their targets. Wealth is also a relative term so just wearing expensive clothes or a shiny watch could be all that is necessary to establish your value to them. (Your presence at any of these events alone might mark you as someone of means.) Then, assailants will observe your level of awareness. Even street criminals will observe various possible targets before they select their victim. Whether at the airport or hotel, on the street, or at one of the events, if you move about with a very low key, alert and prepared demeanor, wearing simple attire and limited or no jewelry, you reduce the likelihood of being selected for assault. When walking, remain alert for approaches towards you and respond assertively. This will communicate that you are not going to be an easy target. Potential assailants will choose someone who appears to have valuables or cash and who also seems easy to catch off guard.

However, just blending in and being alert is not the only defense. Corporate security teams will have to do some advance work regarding personnel transportation and lodging. Employees and corporate guests need a plan for where they are going to stay (approved hotel locations), who will meet them (perhaps a security driver), and how they will coordinate their transportation needs with that driver. This will help them avoid that ‘lost or confused’ appearance. Arranging for a security driver is a great way of assuring this. Not a limousine but a simple sedan or van driven by someone who knows the area, understands target selection, and can keep your personnel out of dangerous locations. Also, remember that these services will be booked up early for the time period of the games so, just as you have secured lodging early, reserve the transportation service you will need by January or February of 2016. Otherwise, your personnel may get stuck with ‘security drivers’ who are not qualified but are recruited by vendors at the last minute.

More extended visits by your senior executives bring other elements into play. This affords the chance to study them over a longer period of time to assess their possible value as a kidnap or extortion target. Kidnappers often study several possible kidnap or extortion targets and pick the one that offers the most value at the least risk. For executives, conducting themselves in a low-key manner is still important but now they have to be observant for repeats of people or vehicles that observe them during their day. This is probably criminal surveillance. A security driver is again a great option if not a close protection detail for higher profile executives.  Busy, distracted business executives should be encouraged to take advantage of a security driver. Defensive safeguards such as practicing designed randomness, route planning, and surveillance detection takes daily mental concentration. This level of attention to detail and observation is difficult to practice when the executive’s daily focus will be on their business, family members or guests, and their enjoyment of the games.

This brief discussion is only the tip of the iceberg when it comes to avoiding becoming a part of the increasingly disturbing crime statistics of Latin American countries. For more detailed information about our services in Latin America hit our website at www.afimacglobal.com.

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Workplace Violence – The Denial in Small to Mid-Sized Companies

November 23rd, 2015 Comments off

With the horrific events of violence that occur now almost weekly, too many mid-sized companies still think it will only happen in larger organizations.  Violence is a critical issue for all employers to deal with regardless of size. The dynamics that drive this violence are human reactions to conditions that exist with any employer. One of the biggest mistakes that many organizations make is remaining in denial. Yes, it is an unpleasant topic to talk about, let alone make policy on, but you are taking a huge financial risk by not recognizing that it could happen in your workplace and failing to develop prevention strategies to reduce those chances. This risk is especially significant to smaller organizations that are less likely to be able to withstand the loss of a lawsuit should something happen. Your only defense against being found negligent and liable in court if something does happen is to have done the necessary risk assessment to overcome a reasonable foreseeability argument. You will also need to document that you have a workplace violence prevention program in place, even a simple one. Granted, larger companies have numerical probability working against them due to the number of employees they have. However, low probability of occurrence due to your limited numbers of employees is not a defense.

Maybe your organization doesn’t need to have a Workplace Violence Prevention Program. If you have never had:

  • Crime in your neighborhood
  • A domestic violence situation with one of your employees
  • Fired anyone
  • A crime happen in your business
  • One of your employees stalked
  • An irate customer threaten one of your employees
  • A bully in your ranks
  • An employee use aggressive, intimidating language or action against another

If your company hasn’t experienced any of the above, then maybe your organization is immune. But I don’t think that is possible! Yes, all of those things listed can lead to workplace violence and will be looked at in court as contributing to reasonable foreseeability. Furthermore, when you preach to your employees that they are your most valued assets, as so many smaller companies like to do, what message are you sending them when you do not address violence prevention?

All organizations need a workplace violence prevention program that involves everyone! Don’t just write a policy statement and put it in a handbook. How often, after a tragic violent incident, do people who are interviewed say something like “I knew he would do something like this” or “he always made me afraid”? Often those who are in the best position to recognize problem behavior from an individual are the employees who engage with them every day. They know something is wrong but may keep quiet about their concerns. They expect that someone should be doing something about an issue but don’t know what to report, or to whom. This is not the employee’s fault. If they haven’t been made aware through the workplace violence prevention policy that they have a responsibility to report certain things, then they cannot help reduce the problem.

Let’s just take the example of not reporting inappropriate aggression or bullying. This can stem from a number of reasons including but not limited to:

  • Fear of repercussions from the individual in question
  • Not knowing when a behavior is deemed unacceptable and must be reported
  • Not knowing to whom or how to report the behavior
  • No assurance that there will be follow up by a supervisor or management

All of these reasons can be addressed with an effective workplace violence prevention policy that is enforced and is an employment compliance requirement. Ironically, this is even easier to implement in smaller organizations versus large ones. Workplace violence prevention policies must address inappropriate intimidation through language, gestures, direct and indirect threats, or any other aggressive conduct that instills fear into employees. This fear can be coming from an internal or external source. Not only should all employees be trained in what to look for but also they should be required to report the problem to supervisory personnel. Supervisory personnel also have to be trained in how to investigate such reports and follow up with those designated within the organization to handle such matters.

Denial is even more costly if ongoing conduct is reported, or a mildly violent incident occurs, and no action to investigate or correct the behavior is taken. This happens more frequently in smaller organizations because they lack the internal expertise to handle it. Not addressing this problem will assure that the aggressive conduct will continue. Others may even mimic the aggression since it seems to be tolerated by the company. Soon the behavior can take on a more violent form when people begin to fight back. Eventually the workplace becomes a hostile environment. No matter who the aggressor is, the behavior must be addressed and stopped. Don’t make excuses. Correct the behavior through professional intervention or remove the individual using a safe termination process.

Consider an active shooter scenario. If someone decides to go on a shooting rampage in your facility, have you trained your personnel what to do? It is fairly simple to give them basic survival training and it requires a response plan that will work for your specific facility. This is another necessary component of your workplace violence prevention and response program.  Just planning to call 911 is not enough.

For more information regarding workplace violence prevention, safe terminations, bullying prevention, active shooter response planning and training, supervisory training and other related topics check out the Workplace Violence Series on our website at www.imac-training.com.

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Active Shooter – Post Incident Information Release

October 20th, 2015 Comments off

By now everyone in America, Canada and much of the world knows what happened on October 1, 2015 at Umpqua Community College in Roseburg, Oregon. Unfortunately we also know the name of the shooter and that becomes part of the problem. Yes, we should learn from these incidents by studying what preceded them and what, if any, possible predictive signs could have been spotted. We should also learn from the tactics used in the incident so that we can prepare first responders for future events. But, do we all really have to know the name of the offender if they were killed in the incident? Might this feed the misguided notions of potential assailants who are troubled and may be seeking equal notoriety? I know the media feels that we need to know, but do we really? Yes, we need to know what happened and what we can learn from it, but knowing ‘who’ is a double-edged sword.

I applaud the responding law enforcement officers in this case because they did not release any names. Authorities did not publicly identify the shooter, but anonymous law enforcement officials told multiple news organizations that he was 26-year-old “unnamed”. “Unnamed” had neighbors who told CBS News that he was a bit of a loner and kept to himself.

As CBS News and the Guardian reported, a blog apparently linked to “unnamed” showed an interest in mass shootings, including the shooting in Virginia this August that left two journalists dead. One blog post stated, “I have noticed that so many people like [the shooter] are alone and unknown, yet when they spill a little blood, the whole world knows who they are. A man who was known by no one, is now known by everyone. His face splashed across every screen, his name across the lips of every person on the planet, all in the course of one day. Seems like the more people you kill, the more you’re in the limelight.” That suggests a desire for fame, which experts feel is quite common among mass shooters.

So why exactly do we need to know their names? Yes, as individuals and organizations, we need to know how to react to these dangerous incidents. Yes, we need to know the value of reporting red flag behavior if observed, or read about. But why offer the enticing notoriety that might provide motivation for future tragedies. In my opinion – we shouldn’t!

For more information on how to react in an actual active shooter event check out AFIMAC’s free online course at http://www.imac-training.com.

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Social Media and Terminations

September 22nd, 2015 Comments off

Earlier this year I wrote a blog about two types of terminations that should be considered high risk. One is when aggressive behavior violates workplace violence policies or elevates to an unacceptable level and the person has to be terminated due to that behavior. The other kind can sneak up on you and many workplace violence prevention programs do not address it. With this type, the person has displayed continuously deteriorating work performance, in spite of corrective counseling, and this leads to a termination requirement. What makes this situation high risk is that the underlying cause(s) for the deteriorating work performance can also contribute towards that person’s potential to react violently during the termination itself, or sometime afterwards. Their termination can cause an extreme sense of desperation at a time when they are the most volatile.

Furthermore, you will never know how long the person harbors ill will towards your company, or specific individuals in your company, unless you take measures to monitor them some way. One way to do this is to see their social media posts. Granted, they might password protect certain information but those who are prone to act out violently usually have less concern with privacy than their interest in publicly letting everyone know how they have been unfairly treated. Social media is a vehicle for them to do just that. Use this to your advantage post termination on the high risk cases and you might find out that the problem you thought you solved through termination has only gotten worse. On the positive side, it could also tell you that the person has come to accept what had to be done and is moving on in their life. Either way it is worth the effort or cost to take such precautions.

The most recent horrific workplace shooting of the news crew in Roanoke, VA underscores the value of knowing what is going on with someone who has been let go and remains focused on something or someone in your workplace. Not to say this could have been prevented, but having an idea that a former employee is still focused on you, allows for some possibly preventative options such as police notification, restraining orders, sponsored counseling, etc. In some of these cases, there may be indications of stress induced aggressiveness which should then serve as a red flag. Human resource personnel and the corporate security team should work together and involve third party professionals to evaluate and monitor what is going on in this person’s life.

Violence is typically a process, not an isolated event. The violence process usually has behavioral red flags along the way. This is what thorough workplace violence prevention training often outlines but it also applies to how the individual leaves the workplace depending on the circumstances of the departure.  Not realizing the desperation that a person faces, and the volatility that they represent, could be dangerous and using every tool available to gather data is prudent. The job may have been all they had left to depend on!  They are now focusing on your company as the evil force that took away the one last thing that was important to them.

For more information regarding safely conducting a termination process for all types of high risk cases, check out the courses at www.imac-training.com. Also refer to www.afimacsmi.com for more information regarding social media investigations.

How Can Social Media Content Help Combat Bullies at Work?

August 26th, 2015 Comments off

Workplace bullying is often the first step in a developing workplace violence issue. One that can result in lost employees, lost productivity, law suits, and can lead to overt violence if left unchecked. What if the bully is a supervisor?  If aggressive tactics are tolerated as supervisory motivators, they will become the dominant form of management. This is an absolute path towards organizational failure. Fear has only a small place in supervision. Holding people accountable can be done in a very civil and subtle manner. There is often a blurred line between being held accountable and being pressured by a bully who says they are trying to motivate. The effects will often be: lower energy levels, no employee initiative, and manipulative behavior among employees to avoid the bully, health problems, and many others.

How can bully supervisors exist in some workplaces for so long without being dealt with? Bullying and inappropriate aggression will continue if they are ignored. Fear is usually what causes this tendency to ignore or deny the behavior. Either fear of harm or reprisal. The bully’s tactics are effective in that regard. It is easier to avoid the problem than to address it. However, ignoring is another form of tolerance. Tolerance is another form of acceptance. This perceived acceptance is why bullying, if allowed to exist for too long, will lead to a physical incident eventually.

There is another tool to help monitor/control this behavior. For example, a client requested to have a supervisor monitored, due to one brave employee’s concern regarding the supervisor’s aggressive and verbally abusive behavior. As a precaution, they wanted to monitor the supervisor’s open source social media “footprint”. They contracted a firm to monitor his various social media feeds for content using a number of keywords. The supervisor had posted statements that were somewhat troubling and suggested that he may act out in the future even more aggressively. Furthermore, factors outside the workplace were adding to the situation. Social media data was harvested, collected and stored for analysis.

Unfortunately, the performance improvement plan that the company put the supervisor on did not produce the desired results and the company decided to terminate the individual.  The company was confident with their decision, as they were armed with the individual’s potentially dangerous social media posts, adding to the lack of behavior improvement. Security measures were put in place to mitigate any termination risk. The event took place with a heated verbal outburst, however no physical violence occurred. The company opted to continue social media surveillance for an additional 30 days following the termination. The individual posted a number of statements expressing his displeasure, but none of them were deemed as threatening. After a few days, the individual’s posts returned to normal and the surveillance was discontinued.

Learn more about how to protect your workers from being bullied. Check out the “Workplace Bullying: Identification and Response” course on the AFIMAC online training site www.imac-training.com. Also, go to www.AFIMACSMI.com to see how to order social media investigative assistance discretely online.

Active Shooter Response Planning

July 24th, 2015 Comments off

With every news flash of a workplace active shooter incident, now almost monthly, it becomes increasingly evident that organizations/businesses/schools need an Active Shooter Response Plan. Furthermore, this is not a one size fits all challenge. Granted, the plan from one organization or institution to another may have some common reaction guidelines. Most of the active shooter response videos and training courses available promote a variation of the ‘run/hide/fight’ responses. However, the way your employees/occupants apply these concepts in an actual incident needs to be specific to the uniqueness of your facility.

Yes, in fact there are only three response choices for facility occupants to rely upon:

  • get out – exit immediately if possible
  • hide out – lock and barricade quietly in place if escape is not possible
  • take out – mass attack the shooter if you’re cornered and fight for your life

However to be practical and effective, tailored active shooter response protocols have to take into account several factors such as:

  • The type of facility in question –school, mall, office, factory, sports complex, etc.
  • The environment in which the facility is located –city, suburban, rural, remote, etc.
  • The type of communication system available – public address system, mass texting or email, audible warning, etc.
  • The occupants’ capabilities –employees or non-employees, age, physical abilities, etc.
  • Emergency responder availability/response time
  • Public occupants vs. employees only

These are just to name a few.

Other factors will influence the variations of how ‘get out/hide out/take out’ is applied and which of these response options are selected under what conditions. Having a generic plan which defines the three basic options is only the beginning. Accounting for the uniqueness of your facility and giving example circumstances to prepare each occupant to know specifically how they should react in a situation is the key to developing an effective active shooter response plan.

Then the plan must be tested and rehearsed. Include the local emergency responders in the refinement of your plan. Lessons learned from other incidents that have occurred, and from your own rehearsals, can be used to further modify and tailor your active shooter response plan; the one that might become part of your legal defense and your clear conscience. Facility management has a legal and moral responsibility to have an active shooter response plan that is practical and will give people a chance to survive. It’s the right thing to do.

For more detailed training regarding active shooter response guidelines see our course at www.imac-training.com.

Social Media Investigations

June 29th, 2015 Comments off

It always amazes me what people will post on their social media channels that they may not speak about while with a group of friends or associates. This even holds true for those that communicate about negative, unethical or even criminal activity. It is as if they think they speak in ‘code’ and nobody will notice or care except those they intend the post for. Maybe it’s the convenience, efficiency, and instant communication capability that the SM channels offer that cause this tendency. Or maybe it is just the ‘cool’ factor of being active on these sites. Whatever the motivation, this habit is one that we as corporate investigators, or public law enforcement, should not overlook.

In any investigation you must first ‘open all doors’ to assess what is happening or what has happened and who might be involved. Then once all potential individuals of interest are identified and the scope of the situation/crime is defined, you go through the process of ‘closing those doors’ and ruling out individuals that are not involved and narrow your focus on those who warrant closer scrutiny. Traditional investigative techniques (interviews, review of surveillance video, physical surveillance, document review, etc.) are typically used as the investigation becomes more focused but information available by mining social media channels can speed results throughout this process, as well as make it more thorough and cost effective.

Human Resource professionals should also be taking into consideration what potential applicants and even current employees are posting. It can be a reflection into someone’s abilities, character, interests, values, intentions, and past experiences. Often having internal personnel search for this information is time consuming and expensive, or you just may not have the staff or capability to complete it. However, through very inexpensive vendor services, this information can be gathered from publicly available sources. This process is known as open source intelligence (OSINT). It is out there for the taking and can be obtained very conveniently.

Using deep web harvester technology (powered by Bright Planet) AFIMAC has developed a specialized investigative service line with convenient online ordering, or corporate account status if desired, for fully automated social media ‘footprint‘ searches and social media surveillance/monitoring at very inexpensive rates. Check out our website for additional information.

https://afimacsmi.com/

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High Risk Employee Terminations – Not Always Obvious

May 22nd, 2015 Comments off

There are two types of terminations that should be considered high risk. One is when aggressive behavior violates workplace violence policies or elevates to an unacceptable level and the person has to be terminated due to that behavior. The other kind can sneak up on you and many workplace violence prevention programs do not address it. With this type, the person has displayed continuously deteriorating work performance, in spite of corrective counseling, and this leads to a termination requirement. What makes this situation high risk is that the underlying cause(s) for the deteriorating work performance can also contribute towards that person’s potential to react violently during the termination itself. Their termination can cause an extreme sense of desperation at a time when they are the most volatile.

Most good workplace violence prevention programs will have educated the workforce, especially supervisors, to recognize the dangerous individual behaviors leading to the first type of high risk termination. The unacceptably aggressive behavior is the reason for the termination. It is therefore reasonable to expect some element of risk with the termination event itself, and precautions are often taken.

The second type may not contain the same aggressive behavioral indicators. However, in some of these cases, there will be indications of stress induced aggressiveness which should then serve as a red flag. Human resource personnel and the corporate security team should work together and involve third party clinical professionals to evaluate the underlying causes for the performance drop in otherwise good employees seemingly under stress. Those causes could indicate that if termination becomes necessary, precautions should be taken during the process. They can discuss with the individual what is going on in their life. They can also assess how those factors might affect the person’s response to the possible loss of their employment (often the last straw.)

Violence is typically a process, not an isolated event. The violence process usually has behavioral red flags along the way and this is what thorough workplace violence training often outlines. But the ‘under the radar’ cases that I have just described are especially dangerous because they lack those aggressive behavioral indicators. Therefore, your termination process protocols should not only address the obvious high risk terminations, but they should also account for those where there has been a dramatic drop off in performance so substantial and out of character that it results in the need for termination. Perhaps the real reasons for that performance drop off are so personally severe and so devastating, they could also represent a danger for a violent reaction to the loss of employment. Not realizing the desperation that this person faces until the time of the actual termination may be too little, too late. The job may have been all they had left to depend on!  They are now focusing on your company as the evil force that took away the one last thing that was important to them.

For more information regarding safely conducting the termination process for all types of high risk cases, check out the courses at www.imac-training.com.

Bullying and Its Effects in the Workplace

April 20th, 2015 Comments off

If you were lucky you didn’t have to worry much about being bullied in school. If you weren’t so lucky, then you remember the effects. The same human dynamics can apply in the workplace with adults. The tactics and their effects are sometimes not as obvious, but they are very real. Workplace bullying is often the first step in a developing workplace violence issue. One that can result in lost employees, lost productivity, law suits, and can lead to overt violence if left unchecked.

Why do women handle being victimized by a workplace bully differently than men? Men are taught throughout their upbringing to stand up to bullies. This will lead to confrontation eventually and if the tension has built up enough over time, ‘standing up’ may result in violence. Nobody wins. People are hurt or terminated; and sometimes the wrong people are terminated. The workplace becomes an unpleasant place to be. People leave. This all costs money, time, company reputation, and possibly clients.

What if the bully is your supervisor?  If aggressive tactics are tolerated as supervisory motivators, they will become the dominant form of management. This is an absolute path towards organizational failure. Fear has a rare place in supervision. Holding people accountable can be done in a very civil and subtle manner. There is often a blurred line between accountability and being pressured by a bully who says they are trying to motivate. The effects will often be: lower energy levels, no employee initiative, manipulative behavior among employees to avoid the bully, health problems, and there are many others.

Does this sound like an environment in which people will work extra hard to get things accomplished? Will it inspire good teamwork? Obviously no, but how can bullies exist in some workplaces for so long without being dealt with? Bullying and inappropriate aggression will continue if they are ignored. Fear is usually what causes this tendency to ignore or deny the behavior. The bully’s tactics are effective in that regard. It is easier to avoid the problem than to address it. However, ignoring is another form of tolerance. Tolerance is another form of acceptance. This perceived acceptance is why bullying can exist undeterred for too long. Bullies are transferred and can sometimes even be promoted just to get rid of them. This only reinforces the bully’s confidence in his tactics. Workplace violence prevention programs must address this developmental stage and that is truly what it is. It will lead to an incident! These are questions that plague many workplaces and effect otherwise productive happy workers. Don’t be a victim. Don’t allow such a toxic environment.

Learn more about how to protect your workers from being bullied. Check out the “Workplace Bullying: Identification and Response” course on the IMAC online training site www.imac-training.com

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