01/08/2003 - Features
Dealing with the aftermath
Conflict reduction strategies must therefore consider incident management and post incident support and learning, according to Maybo's Bill Fox.
"Incident management procedures need to be put in place and tested regularly - just like a fire drill," he said. "This will ensure that communications and equipment such as panic alarms are working and that managers and staff can work through problems, and where necessary improve their response. Ideally a conflict specialist who can spot weaknesses and share best practice would facilitate this.
"Many different members of staff can be involved in an incident, from administration staff and operatives to managers and contractors. They all need to understand procedures and communications and the role they are expected to play during a violent incident to ensure the safety of themselves and others. Also, we need to ensure staff are given the right support to enable them to cope with stress and return to work as soon as possible and in a confident frame of mind."
Maybo say there are three key areas to consider following an incident:
Maybo say that is important that employers have support mechanisms in place and consider responses at corporate level (access to confidential support such as counseling), line manager level (managers have a key role to play in facilitating support) and at team level (awareness of the impact of violence on the individual, signs to look for and how to help each other).
Further simple measures include:
Immediately after an event most people need a chance to talk over what happened, and this provides an opportunity to assess their immediate support needs. Bill Fox said employers should note that any discussion on the circumstances surrounding an incident may be drawn upon in any subsequent legal proceedings.
At an appropriate stage it important to draw the learning from what happened to help prevent someone else going through the same traumatic situation. It will be necessary to discuss:
Bill Fox said: "Learning from what happened is a professional's approach - always seeking to improve performance and practices. It does not involve recrimination or laying the blame, as this can have a very negative effect on the victim of violence and on morale. By having a pro-active process to follow, the team can ensure that effective learning can take place."
Reporting and RIDDOR '95
Incidents need to be reported to protect the individual and the organisation and to provide the information that is required to manage the problem effectively, explained Bill Fox.
"The HSE recognises that verbal abuse can be common in some areas of work and understands why employees may not want to write a report every time someone swears at them. It is however important to understand the impact of verbal threats and abuse on an individual, and reporting should be encouraged.
"Many employees do not report incidents as they do not get any 'feedback' when they do and are skeptical that anything will be done. Organisations need to address this issue and help employees see why it is in their own interests to report incidents.
"It must be remembered that violent incidents are included as other work-related accidents, diseases and dangerous incidents under RIDDOR '95 'Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995', and may therefore be reportable."
Finally, Bill Fox explained that to help employers there are National Occupational Standards on the management of work related violence developed by Employment NTO, alongside key bodies including the HSE and Institute of Conflict Management.
Feature article by Jonathan Thomson