In most corporate sectors those responsible for providing leadership, guidance, perspective and program management are torn between the corporate realities and the unthinkable damage one catastrophic incident of homicidal violence will have on their personal reputation and the corporate image. I am reminded of The 10 Myths of Workplace Violenceoriginally introduced by Dr. John Baron, PhD, arguing the need to implement basic workplace prevention strategies. Of which the most memorable myths that come to mind are “It won’t happen here” and “Workplace violence is not preventable.” Integrating and Collaborating Resources allows for the sharing of the Workplace Violence Prevention Mission through “strategic intervention.” Why? Because it allows for flexibility in managing the program in organizations, eliminates the stovepipe approach and spreads the program management and commitment throughout the organization.
Such an approach to workplace violence prevention removes the “Denial Factor” as an avoidance measure. Instead, it considers the value of strategic intervention in avoiding the stovepipe mentality, which inevitably leads to damage control. Though an oxymoron in many workplace vernaculars, Workplace Violence Prevention is a reality requiring our ongoing attention and senior management commitment and investment in personnel security. Why, because people, though our most treasured resources, are also the most unpredictable when it comes to expectations. Any assumptive approach will assuredly bedazzle your imagination and even strike fear in the hearts and minds of many. Staying on top of the workplace culture and staffing and assessing the impact of workplace policies can uncover conditions, situations and moods adversely impacting worker morale, performance, production, and efficiency that eventually lead to workplace conflict. If you’ve watched the situational show the CEO on TV you can appreciate the correlation to this strategy and the surprise factor.