Workplace Violence (CONT’D FROM PAGE 22)
Sherman. “I am using the term grievance in the most gen- eral sense, as anything somebody is upset about. That’s why it’s so important for employers to respond to employ- ees’ issues, concerns, and problems when they arise.” Behaviors outside the workplace can also be red flags. “Often, someone will post things to social media that could be important in assessing that they pose a threat to the workplace,” said K. Campbell, principal at Blue Glacier Security and Intelligence. “These may include statements about fellow employees, supervisors, or managers. That is an example of leakage, the disclosure of ill intent to a third person rather than to the individual who might be the intended victim of an assault. Leakage is usually an ex- tremely reliable indicator of potential violence.” The above behaviors are not an exclusive list. Experts advise taking action anytime your gut instinct tells you something is not right. “You don’t want to wrongly accuse someone,” said Oscar Villanueva, the COO at TAL Global, a security-consulting and risk-management firm. “But peo- ple should know that if they see something that doesn't look right to them and their gut is telling them there's an issue, they should report it to their supervisor or manager right away so it can be looked into.” Employee Reports When it comes to responding in a timely manner to warning signs, employees are often the first line of de-
fense. “Management can’t know everything that happens on the floor where people are working,” said Benyamini. “When employees see or hear something, they need to say something so that if an incident ends up becoming a credible threat, measures can be taken to reduce the risk.” Too often, though, colleagues of a violent actor fail to speak up, either because they are not aware of the signif- icance of what they have seen, or they do not know the
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