Preventing the School Shooter’s Mindset Goes Beyond Security Technology

Archive for the ‘Consultant’ Category

Preventing the School Shooter’s Mindset Goes Beyond Security Technology

Posted on: April 15th, 2026

“An ounce of prevention is worth a pound of cure”. 

Technology can slow the school or workplace shooter and stop the shooter, but what slows down or prevents the shooter’s mindset?

Another former student returns to his former school to exact his vengeance is overpowered by the school principal. (4/14/26).  https://www.youtube.com/watch?v=GkyVFCpmanY

Preventing the mindset of a school or workplace shooter involves a shift from reactive security (locks, cameras) to proactive human intervention.

Research indicates that most shooters do not “snap” they follow a predictable “pathway to violence” that includes planning and preparation, often leaving observable warning signs that peers, colleagues and family members missed before an attack. https://learningpolicyinstitute.org/product/behavioral-threat-assessments-report

Overspending on security technology on the expectation of mitigating the threat posed by the active shooter is minimizing the wiser investment in violence prevention in the first place. Essential feature of any school violence / workplace violence prevention initiative must be the focus on preventing the transition of the disgruntled person thoughts of retaliation and revenge leading to the active shooter / hostile intruder mindset to thoughts of resolution.

By the time security technology kicks in to avert disaster. The organization already dealing with a failed violence prevention initiative, is relying on the capability of the security technology to minimize the disaster and mitigating further violence.  Active Shooter a Microcosm of Our Society Impacting Workplace Safety and Security

While technologies like AI (Artificial Intelligence) surveillance, automatic door locks, and weapon detection aim to slow or stop shooters, they do not prevent the shooter’s mindset. “Evidence shows that nearly all school shooters are either current or former students at the school”.

They are whom we refer to as the “Insider threat”. They have access to the kingdom. They are very familiar with the entry and exit points, and they are likely already inside the building before the school can act on the potential threat of violence.

So, I ask, how effective are other prevention systems already in place? An independent critical workplace violence prevention vulnerability assessment can be a good starting point in establishing a baseline. http://There’s little evidence tech is much help stopping school shootings • Rhode Island Current

For now, let’s have a practical, realistic, refreshing perspective on the value of “an ounce of prevention is worth a pound of cure”. You know why, because judges and juries in civil liability cases like to know what your plans look like. An active shooter plan is not a standard violence prevention plan. Security technology deployment is not a comprehensive violence prevention plan. Training is not a comprehensive violence prevention plan.   https://phys.org/news/2025-12-school-schools-focusing-safety-technology.html

Preventing the Shooter’s Mindset (Human-centered Approaches). Preventing the mindset of a school or workplace shooter involves a shift from reactive security (locks and cameras) to proactive human intervention.  Researchers indicates that most shooters do not “snap”; they follow a predictable “pathway” to violence” that includes planning and preparation, often leaving observable warning signs that peers or colleagues can identify before an attack occurs.  Therefore, the focus must be on a proactive organizational workplace violence prevention initiative.

Behavioral Threat Assessment (BTA). Instead of profiling individuals, modern prevention focuses on behavioral threat assessment, a multidisciplinary approach where teams of mental health professionals, administrators, and law enforcement evaluate concerning behaviors. Employing proactive identification of individuals displaying concerning behaviors (violent threats, fixations) before they actually act out, allowing for hasty intervention. https://navigate360.com/blog/building-behavioral-threat-assessment-team-schools/

Early Intervention: Identifying stressors like workplace grievances, academic failure, or domestic abuse allows for “off-ramps” – connecting the individual to counseling or social support systems before they mobilize to violence.
  • Problem-solving Over Punishment: Effective BTA systems focus on resolving the underlying grievance    rather than just using exclusionary discipline (suspension or termination), which can actually increase the individual’s sense of despair and isolation.  https://learningpolicyinstitute.org/ 
  • Identifying “Leakage” and Warning signs. Nearly 80% of school shooters tell someone about their plans before an attack, a phenomenon known as leakage.  Key behaviors to watch for include: https://www.sandyhookpromise.org/ 
  • Direct or Indirect Threats: Comments, innuendo, slurs, jokes, or social media posts about violent plans or detailed fantasies of violence.
  • Pathway Behaviors: Researching prior attacks, acquiring weapons, or testing security at a target.
  • Crisis Indicators: Extreme withdrawal, sudden isolation, severe performance drops, or a “last resort” mindset where the individual feels they have no other options. https://eschoolsafety.org/violence

Fostering a Connected Culture. The “angry loner” is largely a myth; most shooters have significant social interactions, but they often feel invisible or deeply aggrieved. It becomes a credibility problem when teachers and staff lack needed trust and confidence during the reporting phase.  https://www.sandyhookpromise.org/

  • Breaking the “code of Silence”: A safe climate where student and employees feel they can report concerns without fear of retaliation is critical.  This is often facilitated by anonymous reporting systems like Sandy Hook Promise.
  • Trusted Adult & Mentors:  Students are more likely to report a peer’s plan if they have a strong relationship with a least one “trusted adult” on campus.
  •  Social Connections: Simple efforts to reduce isolation – such as workplace inclusion programs or school “care teams” can disrupt the development of the shooter’s mindset. https://www.schoolsafety.gov/
  • Access to Counselors and Psychologists: Addressing grievance, mental health crises, and underlying causes of violence, rather than relying solely on security technology.

Psychological Drivers. Understanding the common psychological trajectory helps inform prevention. https://www.psychiatrictimes.com/view/school-shooters-troubled-teens-or-cold-blooded-killers

  • The Suicidal Connection: A vast majority of K-12 shooters (92-100%) are suicidal before or during attack. Programs that prioritize suicide prevention and mental health care are directly linked to preventing mass violence.
  • The “Pseudo-Commando” Mentality: Many shooters are driven by a desire for notoriety, or a “warrior” identity to overcome personal self-loathing. Denying them this notoriety – by focusing on victims in the media and community discussions – reduces the incentive for some potential attackers.  https://www.apa.org/news/podcasts/speaking-of-psychology/mass-shootings

Resources for Early Reporting:

 

About the Author:

Felix P. Nater, CSC President and Owner of Nater Associates Ltd. a nationally recognized workplace violence prevention security management consultant is known for his extensive background as a former United States Postal Inspector and security management consultant. Nater Associates Ltd. specializes in partnering with small & midsize companies to help them implement and manage proactive workplace violence prevention strategy. His sweet spot is working with organizations that see a need and want to make a difference.

His core expertise and methodology are focused on his Violence Interdiction Model that emphasizes a “reverse OSHA top-down assessment” and a Likert-based workplace violence prevention security vulnerability assessment, strategic planning and specialized training.

He is the co-author of Combating Workplace Violence: Creating and Maintaining Safe Environments is a commentator and appears regularly as a podcast guest.

Office: 704-784-0260

Email: info@naterassociates.com

Website: www.naterassociates.com

 

Why Companies Fail to Hire Top Talent?

Posted on: February 12th, 2026

Many companies fail to hire top talent because they lack a clear understanding of what they truly need in a candidate. Without well-defined criteria and a strategic approach, the hiring process becomes unfocused and inefficient. Often, organizations rely on outdated methods, fail to communicate their expectations, or do not follow through effectively, leading strong candidates to perceive the company as unprepared or unappealing. This lack of clarity and preparation drives top candidates away and results in prolonged, unsuccessful searches for the right person.

“If you don’t know what you are looking for, your hiring process will fail, costing you time, money, and sleepless nights.” Jeannette Seibly

If your job ad has been running for weeks, the problem is not the talent pool. It is your hiring preparation, your lack of clarity, and your poor follow-through.

We have all seen the posts: “We can’t find the right person.” Yet the same ads run week after week, sometimes month after month, while leaders insist, they have reviewed hundreds of applicants with no success.

The Truth Leaders Need to Hear

  • Companies do not have a talent shortage; they have a clarity shortage.
  • If you are still hiring the way you did five years ago, you are already behind.
  • Top talent is not rejecting you because they are picky. They are rejecting you because they can tell you are not ready for them.
  • Hiring is not a scavenger hunt. It is a strategic discipline.
  • If your hiring process depends on luck, you are not hiring, you are gambling.

Let us be honest: the problem is not the talent pool. The problem is the company, the hiring boss or leader, and/or lack of a clear selection system.

Top talent has not disappeared. It is being overlooked, filtered out, or scared away by hiring practices that have not evolved since 2020.

Why Does This Really Happen?  To read the full article, Click Here.  https://seibco.com/fail-hire/

If you want to win the talent game in 2026, stop treating hiring as a side job. Top performers can instantly tell whether a company is prepared or improvising. The companies that rise will be the ones willing to do the unglamorous work of preparation and follow through. Good hiring is not luck.

From the Desk of Felix P. Nater, CSC: Jeannette Seibly’s article raises valid points about the importance of investing in hiring the right personnel. Hiring the way, it was done five years ago is not the solution in today’s workplaces if the goal is hiring top talent. Hiring top talent is not a one-way proposition because the talent has done their own research on the top of company they would like to work for. Employers who do not foster a culture of safety and security can tell the company is not ready for them.  Like workplace security, hiring is a process – strategic discipline.

The connection between failing to hire top talent and workplace violence prevention has some common ground. Let us explore common ground as it relates to organizational risk management and workplace security.

Introduction

Failing to hire top talent and workplace violence prevention may seem like unrelated topics. However, both are critical components of organizational risk management and share several underlying principles. Understanding what they have in common can help organizations create safer, more productive, and resilient workplaces.

Shared Themes: Risk and Prevention

In the case of hiring, not recruiting the best candidates can result in lost productivity, decreased innovation, and higher turnover rates. We often rely on our “guts or intuition” and fail to hire the right candidates due to lack of valid, reliable, and objective data found in using the right assessments. Similarly, we overlook and neglect workplace violence prevention that leads to physical harm, emotional distress, legal liabilities, and reputational damage. Awareness is key to what can happen to us when we ignore what we can do to prevent it.

Impact on Organizational Culture

These issues both affect the overall culture and morale within a company. A workplace that does not prioritize hiring top talent may struggle with disengaged employees and poor teamwork. Likewise, a workplace that does not actively prevent violence can foster an environment of fear and mistrust. In both scenarios, the organization’s ability to attract and retain quality employees suffers.

Proactive Strategies

Prevention is key in both areas. Successful organizations implement strategic hiring practices to attract top talent and thorough policies to prevent workplace violence. This proactive approach includes clear procedures, ongoing training, and a commitment to continuous improvement. By acting before problems arise, organizations can reduce risks and enhance their reputation.

Legal and Financial Consequences

Both failing to hire top talent and ignoring workplace violence prevention can have legal and financial repercussions. Poor hiring decisions may lead to costly mistakes and lost opportunities, while workplace violence incidents can result in lawsuits, medical costs, and regulatory penalties.

Jeannette Seibly is looking forward to answering your questions why hiring top talent is crucial.

About the Guest Author:

Jeannette Seibly is a Leadership Results Coach, Talent Advisor, and Business Author with 33 years of experience guiding leaders and executives to achieve exceptional results. She delivers practical coaching and innovative solutions for hiring, leadership development, and performance success. Successful leaders have coaches—connect with Jeannette to elevate your results and impact in 2026.

Contact Information: Email: JLSeibly@SeibCo.com / Office: 303-917-2993 / Website: http://SeibCo.com  /Get Social with Jeannette Seibly at http://: https://www.linkedin.com/in/jeannetteseibly

Talent Advisor / The Leadership Results Coach

Expert in innovative solutions and strategies to solve hiring, coaching, and managing challenges for bosses and leaders.

What About Workplace Violence Prevention Policy Development, Can It Be Effective?

Posted on: June 13th, 2025

Before setting out to write the workplace violence prevention policy, we must understand what constitutes workplace violence and what we are trying to prevent. You should have an understanding about what you think would be necessary to consider in developing a violence prevention policy.

Workplace violence is a global public health problem that has already caused a serious threat to both the physical and mental health of everyone in organizations (Duan et al., 2019). Thus, preventing violence in the workplace is critically important, as suggested by the numerous books, articles, workshops, and seminars that have been available on the subject (Van Fleet & Van Fleet, 2022, 93-95).

However, all that advice has come from psychologists, physicians, and such.  What has been lacking is advice from those who know and understand management and organizations — advice that would not only reduce the threat of workplace violence but advice that, if followed, would also enable organizations to develop potential competitive advantages in terms of their personnel and productivity.  Look within your organization for such expertise, and if it is not available consider the value of retaining such services.

We must also consider the reality that prevention is not 100% preventable.  In a perfect world, organizations would identify individuals who would potentially commit workplace violence during the hiring phase and never hire them. Unfortunately, this is not a perfect world and people change overtime anyway. However, organizations can inform and educate everyone, particularly those in management positions, to know when someone may be on the brink of committing a violent act.

In addition, when preparing to write operate under the premise that OHSA (Occupational Safety and Health Administration) captures workplace violence under Four Types/Categories (#1 criminal intent; #2 client to worker; #3 worker to worker; and #4 domestic (personal relations) under Four OSHA Categories: General Industry, Construction, Maritime and Agriculture.

A workplace violence prevention policy and accompanying plans with procedures should demonstrate the organization’s commitment toward ensuring the safety of members of the organization as well as customers, clients, and suppliers. Both management commitment and employee involvement are necessary for the development and maintenance of an effective policy/plan. The continued success and appropriateness of intervention strategies outlined in the policy can be monitored and adjusted with data collected at least annually.

Without a demonstrated commitment of management at all levels, others will not follow; and if management does not lead and others do not follow, then company policies will not succeed, no matter how well composed the lines are and how expensive the paper on which they are printed—they will remain “lost in space” when violence comes knocking.

Workplace Violence Prevention should not be an independent initiative but an organizational investment in creating and maintaining safe work environments with senior management leading the initiative through employee engagement.

About the Author:

Felix P. Nater, CSC is a certified security management consultant helping small & mid-size manufacturing, process, production, and utility firms implement and manage workplace security strategy with a focus on workplace violence prevention, and violence response (hostile workplace intruder). Felix is a retired U.S. Postal Inspector who previously worked on a U. S. Postal Inspection Service Workplace Violence Prevention Team and Major Crimes Unit. During his time on the workplace violence prevention team, Felix worked with local postmasters, postal service managers and senior executives to promote a culture of workplace violence prevention delivering training as needed and responding to a variety of incidents rendering risk abatement and risk management recommendations, and testifying at various city, county, state and federal criminal and civil hearings. Over the past 23 years as president and owner of Nater Associates Ltd, Felix has worked with small, medium, and large businesses and government agencies. He applies his Nater Associates Violence Interdiction Methodology as a part of his consulting process LI3CE (Leadership, Integration, Collaborating, Coordinating, Communication and Execution) in maximizing business and organizational independent capability to initiate and manage their programs. Felix is the author of Combating Workplace Violence: Creating and Maintaining Safe Environments with David and Ella Van Fleet, is a nationally recognized speaker and consultant, advisor and coach. He appears on a variety of podcasts as well as local and national news networks. Felix is retired from the U.S. Army Reserves where he previously served as the command sergeant major of a major U. S. Army Reserve Command.

 

A Paradigm Shift in Thinking and Philosophy of Workplace Violence Prevention is Needed…

Posted on: July 8th, 2024

Preventing the next Workplace tragedy requires a paradigm shift or a change in thinking how Workplace Violence Prevention is viewed by senior management, HR & Security. It is not caused because of mental health, it is caused by contributing factors left unabated, perceptions and lack luster leadership can provoke by its reluctance to intervene swiftly.

 

Organizations can benefit by organizing a prevention initiative around a process – leadership involvement, integrated, collaborated policy, plans and procedures, coordinated resources and effort and communicated & well executed prevention strategies organization wide. Process and strategy are essential (LIC3E)

 

Some think Active Shooter training is prevention. I do not! I see the active shooter incident as a failed prevention commitment. Preventing another tragedy requires an understanding of prevention as it relates to the organization and its culture.

 

Once an employee is allowed to transition to thoughts of rationalization and justification of retaliation the rationale projects the actions. In short, the Active Shooter is a failed prevention program or the lack of one.

 

California Workplace Violence Prevention law 553 is a huge step in the right direction. It aligns hand in glove with the Workplace Violence Prevention philosophy & Factors I have shared over the past 22 years.

 

My Consulting Strategy is LIC3E (Leadership, Integration, Collaboration, Coordination, Communication and Execution) and the Factors are ARC (Accountability, Responsibility and Consequences), ACE (Assumption, Convenience & Expedience) and PREP (Proactive, Responsive, Engagement & Practical thinking tied to violence prevention and violence response policy, plans and procedures.

 

Training alone is not the answer but it can make a huge difference when it is experience-centered and knowledge-based. Quality training in alignment with supporting plans, protocols and procedures is. It effectively institutionalizes the effort through management commitment and investment and employee involvement. https://bit.ly/3MKKN4a

 

#CEO #Compliance #Legal #HR#workplace #SHRM #HumanResources  #RiskManagement #workplaceviolenceprevention #activeshooter #Security #Safety #EHS #PHADA  #ATAP #SmallBusinesses

 

About the Author:

Felix P. Nater is a Certified Security Consultant (CSC) as awarded by the International Association of Professional Security Consultants (IASPSC).  He is a nationally recognized workplace violence prevention specialist and has co-authored his first book: Combating Workplace Violence: Creating and Maintaining Safe Work Environments.  Felix enjoys helping organizations identify contributing factors that lead to violence before it escalates. He knows that achieving a comprehensive workplace violence prevention program takes supportive strategies, process, policy, plans and procedures and effective training that goes beyond the standard list of statistics, other people’s quotes, other organization’s practices in designing worksite and workforce specific training. Communication through quality training is essential in developing leaders who understand the philosophy and employees who are part of the solution. Felix knows that workplace violence prevention is an ongoing process involving multiple intervention strategies. https://naterassociates.com/testimonials/

10 Workplace Violence Prevention TIPs to Manage, Prevent, and Improve the Workplace Safety and Security Culture

Posted on: May 20th, 2024

Creating a Workplace Culture of Safety and Security grows from within by leaders who set the example. It is not mandated. It is exemplified. It reflects people seeing the organization as “walking the walk and talking the talk.” People care about people. This is when organizational leaders through supervisors and others, lead by example by showing, correcting, and educating before there’s the surprise attack. Now is a better time than ever to review your capability to combat the threat of workplace violence every day. Workplace Violence Prevention is an ongoing process involving multiple intervention strategies. The active shooter is a failed workplace violence prevention program.

 

  1. Provide some level of assessment and evaluation of employee-reported incidents of violence to determine the need to conduct an official investigation. Ineffective responses to employee concerns and complaints erode trust, and confidence and disrupt workplace performance efficiencies. Such practices can lead to employees taking the “law” into their own hands. By that I mean if nothing is done about it, they will do what is necessary to protect themselves.

 

  1. Establish a “Reporting Policy” and provide avenues and opportunities for employees to report safety and security concerns, observations, and victimization. Having a clearly defined, credible reporting, tracking, and monitoring system provides reassurances that their reports and complaints are taken seriously. In other words, not fallen on deaf ears. Organizations can reduce incidents and avoid civil liability allegations in cases of serious injuries or fatalities by engaging in proactive measures that promote accountability and responsibility.

 

  1. Holding supervisors and managers responsible and accountable for responding, managing, and processing initial employee complaints can have an influence. There should not be any discretion at this level to promote an organizational commitment to workforce safety, security, and risk management.

 

  1. Employers must lead from the front. They must ever be mindful that victims are reluctant to step forward if there is credibility in reporting concerns. Essential witnesses withhold their observations out of fear of retaliation. Such instances can become problematic. As problem employees they are identified as troublemakers and problem children, a term commonly used in schools. Students are commonly referred to as “problem children” becoming victims of student bullies and other forms of harassment. At work, however, adult workers are denied vacation choices, requested days off are also denied. Sudden changes in assignments including change of assigned area. Bullying of this nature is always a tool of the “rogue” supervisor-manager who feels the negative attention.

 

  1. Prejudging and undermining employee reports place them at risk by failing to address the information promptly and thoroughly, contributing to perceptions of disparate treatment. Unfair prejudgment of employee disputes and situations results in long-term discord between coworkers and management.

 

  1. Be sensitive to employee working conditions and the impact of established policies, plans, or procedures on employee perceptions of unfairness especially when the employee feels victimized. Learn to recognize and be alert to early warning signs of potential problems because of personnel changes, reorganizations, impending business decisions, mergers, and acquisitions.

 

  1. Make employee encounters with management a dignified process, especially during the disciplinary and termination experiences. Giving employees the benefit of the doubt by treating them with dignity and respect diminishes stress. Know the impact of heavy-handedness. Giving detailed explanations and allowing room for feedback reduces anxiety and tension.

 

  1. Consider the value of forming a workplace violence prevention team or the more formalized threat assessment team to serve as the company incident management teams in monitoring and tracking reports that de-escalate future problems. Create a team that is representative of key members of the organizational leadership team with authority to act.

 

  1. Don’t be afraid to dig for root causes, conducting a root cause analysis or critical vulnerability assessment can yield interesting discoveries before arriving at culpability. The Zero Tolerance Policy should not be used as a “Termination” Weapon. Being ever mindful that acts of workplace violence tend to be emotional and reactionary to events to grievances and perceptions of unfairness. Keep clarity on reality. Stay focused on potential “Triggers” and avoid assumptions.

 

  1. Bring the HR & Security department together as a human resource – security collaborative team in a way of sharing information that hastily mitigates risk and makes exigent decisions. There is no excuse for the disgruntled employee to transition into volatile thoughts of homicidal retaliation. This concept can be a value-added benefit during the initial assessment and evaluation phase of employee reports and complaints. If the police are called, be prepared to manage the support they provide. Avoid turning over the human resource-security matter to local police who might not offer the best advice in every situation. While coordination is recommended, having an Emergency Action Plan for these situations ensures an efficient hand-on in hostile emergency matters until the police are on location.

 

About Felix Nater, CSC President & Chief Security Consultant at Nater Associates Ltd. is a Certified Security Consultant, and trained Workplace Violence Prevention Consultant, Advisor and Coach to manufacturing, processing, production, and utility employers who helps them identify issues that lead to workplace violence. He helps organizations assess and evaluate their workplace violence prevention -security posture, implement and manage workplace security strategy with an emphasis on workplace violence prevention. He has been involved in this work for over 30 years as a Workplace Violence Prevention Specialist, starting out as a U.S. Postal Inspector having diversified expertise in criminal, security, administrative, training and program management experiences. He is the main author of the book with David Van Fleet & Ella Van Fleet entitled: Combating Workplace Violence: Creating & Maintaining Safe Work Environments. bit.ly/3odv3NA

Office: 7040784-0260

Workplace Violence is More Than Gun Violence

Posted on: February 8th, 2024

Whether you are a supervisor, production manager, operations manager, HR manager, facility manager, safety manager, security manager or CEO your understanding of what constitutes workplace violence is crucial. The lack of understanding can contribute to a misplaced focus.

 

Are you thinking that workplace violence is about the employee who threatens or conducts gun violence? What about the employee who is the victim of harassment, verbal abuse, bullying, dictatorial supervision or some other aggressive behavior that intimidates an employee? What about the employee who is the victim of shoving, pushing, kicking and jostling?  Equally important are you of the opinion that workplace violence cannot be prevented?

 

The understandable focus on gun violence by management seems to overshadow employee concerns and expectations associated with every day psychological value. The 2023 Work in America Survey sheds light on the critical role workplaces play in psychological health and well-being.  https://www.apa.org/pubs/reports/work-in-america/2023-workplace-health-well-being

 

OSHA Federal reports an average of 2 million reported incidents a year involving fights, threats, harassment, name calling, verbal abuse and sabotage. Should the data be an indicator of concern?  What about your workplace violence prevention training and reporting? Are they credible?  Perception is often reality. Would you feel comfortable representing your role during an OSHA Inspection or as a witness in a civil liability lawsuit?  You may be surprised to discover that a company or employee that does the right thing without the right policy in place can become liable in lawsuits filed by other employees or even the perpetrator.

 

“It doesn’t matter whether you are a small, medium or large business or organization you should have a WORKPLACE VIOLENCE PREVENTION POLICY AND PLAN supported by quality training”.  The training must address what employees must do, why and how.  Every Organization Needs to Address Workplace Violence so that employees can describe it and report it.

 

The plan at a minimum must explain the prohibited behaviors, reporting, accountabilities, responsibilities, consequences, protocols, and procedures.  Small and midsize businesses must not dismiss the importance of having their plans thinking they are immune from workplace violence or not subject to an Unannounced OSHA Inspection. The risks are higher when it comes to recovery and business continuity from a workplace shooting incident, but other forms of workplace violence are toxic to productivity and teamwork.

 

HR Managers, facility and safety professionals at every workplace should develop a policy on violence prevention that includes:

 

  • Employee training and creating an emergency action plan.
  • Conducting simulation training exercises.
  • Engaging in interactive discussions.
  • Adopting and enforcing a zero-tolerance policy toward workplace violence
  • Deploying safety technologies in reducing workplace violence.

https://www.nsc.org/work-safety/safety-topics/workplace-violence

 

WORKPLACE VIOLENCE PREVENTION should be comprehensive organizational initiative but not complicated based on the type of organization.  Here are 10 practical workplace violence prevention tips that will energize your workplace prevention efforts.

 

  1. Review and update the Workplace Violence Prevention and Harassment Polices annually.
  2. Train supervisors in their role to evaluate, assess and document employee reports.
  3. Review the incidents in a timely manner to identify patterns, repeat offenders and gaps in the policy.
  4. Train employees in workplace violence prevention.
  5. Inform employees that hasty reporting activates the organization’s workplace violence prevention protocols and procedures more efficiently.
  6. Review visitor management and access control policy and procedures for vulnerabilities.
  7. Review the domestic violence/intimate partner policy to ensure employees are familiar with the policy,  services & resources available.
  8. Train supervisors & managers on the leader’s role in maintaining safe workplaces.
  9. Test your emergency evacuation plan and hostile intruder/active shooter threat procedures.
  10. Conduct on site work-site specific assessments of employee work settings and operations.

 

Remember, Compliance is a good thing, but it is not prevention. Crisis Management is not prevention. Threat Assessment supports prevention. Think of Workplace Violence Prevention as your workplace security insurance blanket.

 

The workplace violence prevention mission can be a shared responsibility. Create a robust, agile, and proactive (RAP) process in managing aggression and at-risk situations. Integration and collaboration of limited resources can maximize effort.

 

About: Felix Nater, CSC Security Management Consultant helping organizations avoid mistakes that lead to workplace violence by implementing and managing workplace security strategy with a focus on workplace violence prevention. Felix is a recent published co-author of Combating Workplace Violence: Creating and Maintaining Safe Work Environments http://bit.ly/3odv3NA  His website is https://naterassociates.com

 

Workplace Violence Prevention and Violence Response Planning Considerations

Posted on: March 21st, 2023

Is your workplace violence response plan to an active assailant something of concern to you?  You no longer read or hear frequent news reports about the “Going Postal” threat anymore. The Postal Service recognized it needed to take preventive measures.

Why?

Could it be that initiative-taking measures were taken and continued today to manage the threat? What is your organization’s mindset relative to the active assailant threat? Is the active assailant taken for granted as someone not employed at your workplace or school and incapable of such violence? Is your school relying on technology and the presence of school resource officers to be your school’s first line of prevention measures? Today as more incidents of disgruntled persons hit the news waves are you questioning or doubting your readiness? If you are, that is a commendable reaction. The next question is – what will you do about it?

 

Has Covid-19 confused the thinking in how to classify the workplace security threat because of remote work or work from home scenarios? Perhaps you can keep the continuity in perspective by adding workforce protection and modifying policy, plans and procedures? We don’t need to get too complicated but, we have to be realistic and practical.

 

It seems that every time you turn the news on there’s a report of a workplace shooting, mall shooting, parking lot shooting or school or college shooting all that seem to strike a sense of fear. But workplaces need not fear when there’s an investment in worker safety and security based on a management commitment that shares both a legal and moral sense of duty and responsibility. A prepared workplace can withstand the public outcry and legal scrutiny better than one that relies on Myths or Concerns out of fear of arousing employee concerns.

 

Workplaces and Employees don’t have to wait for the day when they hear gun shots or screams of a knife or machete wielding person running amok in their workplaces to begin taking robust, agile and proactive™ prevention and violence response measures.

 

Prepare NOW for the WHEN and not for the IF IT HAPPENS worst case scenario through proactive, responsive, engaging practical (PREP violence prevention and violence response policy, plans and procedures. When we hear about incidents of workplace violence, it often seems like something that never could happen in our workplaces, until it does.  Will we be prepared?  Just because it has not happened at your workplace does not mean you should expose your workforce to unnecessary risk or your workplace unnecessary liability.

 

When speaking of the workplace, we refer to every work environment your workforce might be performing their assigned duties.  So that means, considering the risks your workforce might be exposed to as a field inspector, sales personnel, repair and utility personnel, medical services providers, social workers, truck drivers, taxi services and security personnel. Workplace violence prevention means addressing the potential risks the workforce might be exposed to wherever they might be.

 

When you go to the doctor for your annual physical examination you trust that your doctor knows what he’s doing and asks you the right questions. You do not challenge or question her diagnosis and recommendations though you should.  So when was the last time you had a workplace physical (security) examination; a security assessment to assess and evaluate your workplace violence prevention, violence response measures and security posture?  As a trusted advisor, your concerns are my priorities. As one healthcare facility manager Client once said, “Felix, thank you for pointing us in the right direction. Your recommendations following your assessment have taken us in a direction we needed to go”.

 

If you say you have never had a security assessment, you might have an existing vulnerability or security gap that a disgruntled person might exploit. You might be investing in a thoughtful strategy that could be redirected to achieve greater benefit.  Do not let fear direct your ways.  Just know that as an organization there are protective measures you can plan for that include plans and procedures in immediate protective measures and safe harbor rooms. If you have not had the physical security examination you probably don’t know that you can’t alert your employees, communicate with your employees or know anything about the police response and police encounter.

 

Preparation is key. That’s why I have coined a key word called: PREP (Prepared, Responsive, Engaged and Practical) as the foundation of a credible workplace violence prevention  and violence response plan.

 

Here are 5 Things I recommend you should do TODAY.  If you want to increase your workplace security posture against a threat of routine incidents of workplace violence or homicidal violence, do the following immediately:

 

  1. Dispel the myths. Do not say it will never happen here. Do not say we do not have a problem with workplace violence. Remember, it is the problem that you do not know about that can escalate right under your eyes.
  2. Conduct a Workplace Violence Prevention Critical Vulnerability Assessment ™ of your Workplace Violence Prevention posture. (Includes review of the policy, plans, procedures, and protocols)
  3. Conduct a Violence Response Assessment/Audit. (Includes review of the physical security layout to identify gaps in the security posture, alert, notification and communication system, potential safe harbor rooms and evacuation routes.)
  4. Roll out Violence Response and Safe Harbor Room Procedures and Guidelines. (Includes immediate protective measures, identification of safe harbor room, organizational responsibilities, safe harbor room configuration, alert, notification and communications instructions, role of security forces, police response and police encounter.)
  5. Train the entire workforce on the Violence Response and Safe Harbor Room Procedures and Guidelines. This type of training should be facilitator led. If logistic concerns challenges facilitator led training, every effort must be made to have a subject matter expertise can answer employee questions and address their concerns.

 

But please do not worry because if you have gotten down this far in the post you definitely care and are concerned.  You have been proactive and were seeking to know what more you could do. Well, because you have been proactive your Workplace Violence Prevention Critical Vulnerability Assessment ™ should have identified vulnerability gaps and identified ways to improve your overall workplace violence prevention and security awareness posture, even your business continuity and continuation of operations plans.

 

About the Author: Felix P. Nater, CSC the President/Owner Nater Associates, Ltd. a security management consulting practice coaching and consulting organizations on workplace security strategy with a focus on workplace violence prevention is a Certified Security Consultant (CSC) as awarded by the International Association of Professional Security Consultants (IAPSC).  Nater Associates, Ltd. celebrated 20 years as a security management consultant. He prides himself on understanding and interpreting the issues around the threat of workplace violence, workplace violence prevention and violence response in the delivery of his services. His motto continues to be “an ounce of prevention is worth a pound of cure.”

 

How to Improve the Strategic Value of Workplace Violence Prevention

Posted on: January 2nd, 2022

Happy 2022! May it be your best year ever.

In the late winter of 2020, Hanna Hasl-Kelchner asked me to join her on her podcast, Business Confidential Now.  A lot has happened over 2021 that has raised the level of concern, so we decided to reissue the interview in this format to get attention and implementation of some practical solutions.  We had a great conversation then if you’d like to listen to the entire episode. We’ve decided to include short snippets of each subtopic for your listening convenience as I expand upon each subtopic to make the case for proactive engagement, awareness, preparedness, and proactivity as well as training in violence response (active shooter and police response). Listen to the full episode here. https://bit.ly/3f6QhUN

 

There were three topics of particular interest that Hanna focused on that really emphasized the interview and aligned closely with the main theme and what we talked about during the show. Here they are:

 

You could be the subject of workplace violence and not know it.  OSHA has definitions of workplace violence to help employers formulate policies and captures the incidents under 4 specific Categories of Workplace Violence.  Let’s address what workplace violence covers. There are a lot of employees out there who do not know they are victims of workplace violence and who might assume because they do not know and not to report it.

 

Most workplaces to include school places do not truly understand the integration of workplace violence prevention as an organizational function. Workplaces operate believing that it can’t happen to them. They really should not think like that simply because workplaces and their workforce are a microcosm of our society. No business whether a small, medium, or large employer is immune from the reality of workplace violence.

 

Whatever the size or status of your workplace, each workplace should have a workplace violence prevention policy supported by a workplace violence prevention program. It doesn’t have to be complicated or complex, but it should cover specific aspects of the threats and risks your workplace might be exposed to or experiences. The threats and risks run the gamut from physical violence to emotional and traumatic violence otherwise known as psychological violence.

 

Because under the OSHA Duty to Warn Clause, employers are required to provide for a safe workplace violence free of any hazard that might lead to violence, they are expected to introduce workplace violence prevention policies and risk mitigation measures that include training and security measures.

 

The threat of workplace violence is a real and present danger that does not always have to include physical violence. The most frequent incidents are nonfatal such as verbal abuse such as verbal abuse which include name calling, insults, racial and ethnic slurs, taunting, harassment, bullying, sexual harassment, intimidation, threats, and nuisance behavior.

 

The idea is to address these so-called minor or nonfatal incidents as quickly as possible to avoid escalation. Stop the banter and drop the excuses.  OSHA annually documents approximately 2,000 reported incidents of what is commonly referred to as nonfatal and nonfatal incidents like an active shooter or homicide during a physical assault.  The objective is to establish a proactive workplace violence prevention mindset designed to inform the workforce through a policy that clarified what constitutes workplace violence, addresses mutual responsibilities, and speaks to the consequences for breaching the policy. Ultimately the objective is to avoid is the disgruntled employee whom you walk out the front door from returning through the unsecured back door.  https://youtu.be/eA79GElBktg

 

9 Potential workplace violence warning signs you need to know. While there are a host of red flags and warning signs that may apply to any type of workplace, my recommendation is to keep this subject as simple and practical as possible to encourage to overcome the fear of reporting his or her observation. Reporting of the coworker of misconduct is a difficult decision for the employee who relates to the problem and may be empathetic. It doesn’t mean they tolerate what they see, hear, or assume but that they do not want to be wrongly accused or might be concerned about their personal safety.

 

The purpose of workplace violence prevention training is to create a compelling training experience that encourages reporting based on red flags or warning signs and impact to workplace safety and security. The goal is early reporting and swift intervention whether it applies to an employee observation or suspicious non-employee report. Helping the workforce to appreciate the value of reporting is essential in gaining their cooperation.

 

Reporting can be anonymous or for attribution – just report it. One doesn’t have to be perfect or accurate only that it gets reported. Go with gut feelings supported by your training, suspicions, observations, and the recognized behaviors. Don’t put off the observation by rationalizing and justifying what was heard or seen. Waiting is not an option in addressing suspicious behavior.  We want to prevent escalation, prevent an assault, prevent problems by calling management’s attention appropriately and swiftly. https://youtu.be/zzajBm9w6qE

 

Why workplace violence prevention doesn’t need to be expensive. Small and midsize organizations lament over the thought because it will cost too much money and time for something that has never happened before. There is an old Lee Myles Transmission commercial – “pay me now or pay me later”.  Mandated court spending is a lot more than voluntary investment in prevention. “An ounce of prevention is worth a pound of cure”.

 

Human Resources and Security Directors have a corporate responsibility that in many instances hampers their ability to stay on top of workplace violence prevention. Larger organizations can have a workforce spread about in multiple locations over many states and countries. Expense is a legitimate pushback on whether to hire or train their workforce onsite but not an area where the courts have been sympathetic to. Being resourceful means doing more within your budgets. Conducting employee surveys can yield incredible results. Don’t worry that will create more work. The worst witness in a civil liability lawsuit is the employee who knew but was never asked. responsibility.

 

I say if you have knowledgeable resources, and your confidence level is high, relying on your internal expertise to develop basic content and present appropriate training content with credibility will go a long way. That person could be a supervisor, the HR Professional. security manager or the safety manager. The truth is that overcoming the arguments of limited resources and time, creativity and imagination can make the workplace violence prevention initiative a cost-effective workforce safety and security investment. Doing it yourself does not have to be sophisticated – just do it and you’d be surprised at the results.  Keep it simple.

 

Resourcefulness is the tip of creativity and innovation.  Organizations that do not employee security managers can be creative in training supervisors. As leaders within organizations supervisors by virtue of their reach and accessibility by the workforce can make the difference. Used as trainers, supervisors can highlight areas of specific concern among their teams daily or as situations dictate. As leaders, supervisors can be the first line of defense in responding to employee reports and complaints, assessing incidents and conduct workplace specific assessments. They are in a strategic position to act swiftly and proactively to observations and employee reports.

 

Speaking of cost effective, the greatest tool that gets the most for the investment is the new employee orientation. It can be a time where the security and human resources can maximize this tool to engage the new employee in articulating the workplace violence prevention policy, explaining prohibited behavior, discussing situations, and emphasizing the value of responsibilities in reporting. This is an opportunity where company and the new employee establish a positive connection. Assumptions are dismantled through clarity. Remember, workplace violence is a microcosm of our society. Referring the new employee to the Employee Handbook will not clarify their assumptions of what is and isn’t.

 

As organizations grow in capacity or operate as larger organizations resourcefulness empowers innovation and creativity in the use of personnel. With a lot of employees, a lot of teams, and a lot of people and departments they can allocate, commit, and invest internal use of their workforce to conduct assessments, evaluate risks, respond to incidents more proactively and assertively.

 

Larger organizations and maybe midsize ones might have the flexibility to roll out dedicated workplace violence prevention personnel to ensure that things are moving along the right direction in support of the policy. They may even consider workplace violence prevention as a project, assigning a ‘project manager” assigned who makes sure needed follow up gets done effectively in alignment with the policy, guidelines, procedures, and timeliness.

 

“Terminations” are a necessary business function, but a difficult management decision that organizations must make. How they are conducted determines the outcome.  Having a separation or termination protocol in place gives aid and comfort to all involved that equity and justice are the objective of ensuring the employee is treated with dignity and respect as part of a professional process.

 

Workplace Violence Prevention is really a leadership function that facilitate activities in setting direction, aligning the effort, and coordinating teams and people to ensure they’re moving in that direction, motivating, and inspiring people at their core. Avoiding escalation and reducing negative emotions by containing problems and minimizing conflict is a leadership responsibility juries in civil cases like to see are in place. Leadership is the function that empowers any organization to maximize the moral and ethical responsibility to provide for a safe and secure workplace. Prevention is really an engaged workforce in organizations that integrates the effort, coordinates the process of prevention into a daily seamless effort through quality training assumed within the company culture. https://youtu.be/tNaQRAW0f0w

 

Listen to the full episode here. https://bit.ly/3f6QhUN

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Guest Blogger Dawn Marie Westmoreland and Felix P. Nater Discuss the “WHY”, “WHAT” and “How” of Workplace Violence Prevention

Posted on: August 11th, 2021

This edition of News & Tips to Combat Workplace Violence – the Blog highlights Dawn Marie Westmoreland as the Guest Blogger discussing the “WHY”, “WHAT” and “HOW” of workplace violence and workplace violence prevention with Felix P. Nater, CSC, Nater Associates, Ltd.  Dawn celebrates her one-year anniversary of her syndicated radio show, “The Empowered Whistleblower”.  Dawn has featured yours truly on the “The Empowered Whistleblower” Show on previous occasions.

The interview focused on tragic workplace homicides specifically the April 15, 2021, shooting incident at the FedEx plant, Indianapolis, Indiana. This senseless incident resulted in the deaths of 8 coworkers and 5 injured totaling 13 victims who were innocently doing their respective jobs. Though this shooting incident was reported by the media and local police as an active shooter, this shooting was actually classified as a mass shooting.

What’s sad is that by April 2021, April was a deadly month of workplace homicides.  There were about 26 victims of workplace shootings. Unfortunately, that’s not all.  As of July 31, 411 mass shootings fitting the Mass Shooting Tracker project criterion, leaving 437 people dead and 1,688 injured, for a total of 2,125 total victims, some including the shooter(s). So I ask the  question, WHY is there a penchant for violence?

(Source: https://en.wikipedia.org/wiki/List_of_mass_shootings_in_the_United_States_in_2021)

WHY? Most businesses do not report workplace violence that does not result in deaths or serious injuries. That’s due to lack of communication, fear of taking action, and of course, lack of awareness. But the numbers are hard to ignore regardless.

Dawn thought the message was appropriate and applicable in reminding our audience that as employees we all deserve to work in safe and respectful work environments and that proactive measures can be taken to reduce the threat and minimize the risks.

Dawn Marie Westmoreland, who has 30 years’ experience working in HR, is not new to workplace conflict and personnel security threats. So, this edition is ripe in presenting an important opportunity to bring up that while it was Fedex then, it could be any workplace or educational institution that could be victimized in similar fashion tomorrow.

No workplace or educational institution is immune from the threat of workplace violence. How prepared are you really? Is the workplace active shooter an organizational prevention response or an unfortunate reaction to an unforeseen event?

WHAT? OSHA reports that there are about 2 million reported incidents of workplace violence annually. By workplace violence we mean nonviolent acts (verbal abuse, name calling, harassment, bullying, intimidation, and threats) and violent acts (throwing objects with intent to injure, fist fights, sexual assault, lethal force such as armed robbery and active shooter, bomb threats, and terrorist acts).

Dawn’s objective during the radio show, which was also videotaped, was to bring out the value of workplace violence prevention in taking proactive measures that help an organization understand prevention as a philosophy, forging a mindset that understand the approach to take to resolve issues, reduce conflict, deescalate incidents, minimize risk and roll out hasty intervention measures.

We can reduce active shooting incidents and mass shooting fatalities and keep employees safe by taking workplace violence head on. HOW?

By assessing their worksites, employers can identify methods for reducing the likelihood of incidents occurring. OSHA believes that a well-written and implemented workplace violence prevention program, combined with engineering controls, administrative controls, and training can reduce the incidence of workplace violence in both the private sector and federal workplaces.

OSHA encourages employers to develop additional methods as necessary to protect employees in high-risk industries.” Source:  https://lnkd.in/d9mWD38

Click the link to see and listen to Dawn Marie Westmoreland interview Felix P. Nater, CSC, Security Management Consultant.   https://lnkd.in/dh4wr2q