Aggression in the Workplace

Violence and other forms of aggression in the workplace are an all too common occurrence that continue to generate profound levels of concern among Canadians. My observations and those of my colleagues across Canada reveal that an increasing portion of resources engaged in trauma-related assistance to the workplace are in some way associated with issues of violence and other forms of aggression. It is difficult to draw an accurate Canadian picture due to the fact that agencies such as the provincial Workers Compensation Boards assess and collect data differently. However, media coverage depicting incidents of violence in both Canadian and American workplaces suggests that workplace violence continues to increase in scope and severity. The Canadian Centre for Occupational Health and Safety suggests that aggression in the workplace is greatly under-reported, especially in industry sectors where dealing with violence has traditionally been expected as part of the employees job (e.g., police officers, emergency service personnel, healthcare workers, social workers, etc.). Victims or witnesses assert that conditions within the workplace hamper the reporting of aggression. They indicate that they are afraid to communicate their concerns because they anticipate retaliation from the instigator or other colleagues who maintain an attitude that these acts are no big deal. In addition, there is the perception even if individuals take the risk and communicate their concerns, that employers will not take the time to understand and act on the identified concerns. The national picture is also skewed by the tendency of public attention to focus on the rare and tragic events such as the shootings in Ottawa, Taber and Montreal, to name a few. Many organizations also seem to focus their attention and resources on these rare events. In doing so, some organizations unwittingly miss the opportunity to critically assess and manage the more common, less dramatic, but equally important events that may be the spawning ground for some of the tragic events that we have seen unfold in Canada. This tendency to focus on extreme acts of violence in the workplace fails to take in to account that workplace aggression includes any act against an employee that creates a hostile work environment and negatively affects the employee, either physically or psychologically. This means that aggression can be emotional, verbal (i.e., insults, swearing, shouting) and physical (i.e., biting, pushing, kicking and assault). Acts of aggression can emanate from a wide variety of sources. At times, some supervisors bully, harass or exploit their power over employees. Colleagues can also intimidate, harass and harm their co-workers. Customers, patients, and clients have also been known to abuse employees in their attempts to get what they want. Partners can also present at the workplace and engage in aggressive acts towards loved ones or any one who happens to be close by. In many respects, high-pressure, fast-paced North American work environments seem to promote the expectation that in order to succeed, individuals must be super workers. This is also accompanied by a broader societal expectation that individuals also be super parents, and super spouses. Excelling at any one of these roles is a significant achievement, not to mention trying to achieve all of them simultaneously. These expectations leave many employees feeling anxious and stressed and may in some way contribute to the expression of behaviours that can be harmful to others. It is ironic that the acts of aggression that unfold in the workplace are the very same behaviors that many Canadians

witness or initiate in their homes, cars, or on the streets and often view of television. It has been suggested that the toxic workplace is a mirror image of the toxic society in which it functions. As disturbing as this suggestion is, it appears to have some measure of validity. A study conducted by the Workplace Violence Research Institute in 1995, found that in the U.S., every workday, an estimated 16,400 threats are made, 723 workers are attacked and 43,800 are harassed. A 1996 Gallup telephone survey, also conducted in the U.S., found that of the 1,000 adults (18-plus) they interviewed, 25 percent reported being generally at least somewhat angry at work (Globe and Mail, Aug. 23, 1999). It is no surprise that aggression in the workplace can have a broad impact on our psychological, emotional and economic well-being. These occurrences can cause anxiety and at times can have a long-term impact on employees, whether or not they are directly involved in the incident. The psychological impact on employees, family members and colleagues can be severe and long lasting. Aggression in the workplace can also have deleterious effects on productivity, work quality and customer service as well as increased costs due to absence and/or employee turnover. For example, the Ontario Workplace Safety and Insurance Board (WSIB) reported that in 1997, it had handled claims for more than 1,400 lost-time injuries due to violent acts (National Post, May 31, 1999). As the frequency and scope of workplace aggression has broadened, so to has the role of trauma service providers who assist organizations and individuals in managing these issues. Increasingly, the demands of these interventions are beyond the traditional models of critical incident stress management. Counsellors not only have to have effective trauma related clinical skills and practices but also need to utilize skills and practices related to conflict resolution, crisis management, change management and various skills related to organizational development. Within this expanding area of workplace interventions, many trauma counsellors have opportunities to assist:

individuals who present with concerns related to aggression and violence in the workplace organizations in developing threat management teams organizations in pre-incident planning organizations in developing policies and procedures related to conduct in the workplace. employers in communicating workplace aggression policies and the application of the polices managers in developing awareness as to the warning signs related to aggression in the workplace and the skills to deal with conflict in the workplace should it arise employees in developing awareness and skills related to respectful communication and conflict management practices employees, families and, at times, the community in recovering from an occurrence of workplace aggression.

Within my role at CHC Working Well, I have the pleasure of consulting with a wide variation of organizations across Canada. As a result of these interactions, I am encouraged by the number of caring organizations who creatively address the challenges associated with aggression in the workplace by:

establishing and promoting clear and effective policies and practices related to workplace conduct engaging in more effective and thorough hiring practices providing supervisors with skills and opportunities to effectively interact with employees on a regular basis

engaging in supervisory development initiatives encouraging employees to communicate concerns responding to disputes and grievances fairly and expeditiously engaging in collaborative versus authoritarian management practices promoting and acknowledging peers helping peers engaging in helpful and respectful management behaviors.

The workplace represents much more than a place where we earn a living. It is the place we spend most of our adult lives, the place where we establish and nurture important relationships and the place that greatly influences our self-esteem. To be sure, the workplace is an integral part of our personal community. Perhaps then, the concept that it takes a village to raise a child can be applied to solutions related to workplace aggression. To me, this concept engenders the notion that solutions to important human issues can be achieved through the commitment and participation of all stakeholders, not just one. Most assuredly, employers are responsible for providing a safe working environment for employees. In fact, the Canadian Occupational Health and Safety Act currently requires employers to take reasonable steps to ensure a safe workplace for their employees. Federal regulations (Bill C-97) relating to workplace violence are also under review and may soon mirror legislation in British Columbia, requiring employers to:

perform risk assessments establish policies report all incidents of violence inform employees if they are at risk from someone with a history of violent behaviour provide training to employees on how to avoid dangerous situations. (National Post, May 31, 1999).

A Supreme Court of Canada decision (PAB v. Curry), has also set a precedent for requiring employers to bear the financial responsibility for the actions of violent employees (National Post, Aug. 23, 1999). However, as compelling as it may be to rely exclusively on employers to provide the solutions to aggression in the workplace, it seems that the more realistic and innovative solutions are found within a broader group of stakeholders who interact in the workplace. Despite the fact that many of us live in different geographic locations, the workplace remains an integral part of our personal community. Therefore, it stands to reason that the solutions related to workplace aggression rests with us all. When we see or hear individuals behaving in a manner that is intimidating or threatening it is imperative that our actions reflect attitudes and beliefs that say thats not OK, whether in the workplace on the streets or in our homes. Only then can we truly expect to address these disturbing and frequently tragic occurrences that touch us all in one way or another.