Indicators Of Potential Workplace Violence

A company's strategy for reducing the risk of unauthorized access to information technology systems and data

The unique security requirements of specific organizations, foundations, and associations. Includes risk management, physical security, cybersecurity, and loss prevention practices.

Any act or threat of physical violence, harassment, intimidation, or other disruptive behaviors ranging from threats to verbal abuse to physical assault and homicides that occur at the workplace.

- Poor work organization: Undermines perception of fairness in the workplace. - Organizational restructuring: Downsizing/outsourcing work - Coercive leadership: May restrict communication + dialogue making it difficult to identify potential volatile situations - Aggressive culture: May create an environment that rewards violence - Poor accommodations for increase in activity - Domestic violence situations

Patterns of abusive behavior used to gain or maintain power and control over others in a relationship. - Physical, sexual, emotional, economic, psychological.

early intervention

-Disruptive phone calls and emails. -Poor concentration. -Unexplained bruises or injuries. -Frequent absences and tardiness. -Use of unplanned personal time. -Disruptive visits from current or former partners.

An individual actively engaged in killing or attempting to kill people in a confined and populated area. Adversaries or assailants with an objective to kill as many people as possible at a target location. Typically spontaneous, random, and unplanned.

37%

40%

21%

Sadness, depression, threats, menacing or erratic behavior, aggressive outbursts, references to weapons, verbal abuse, inability to handle criticism, hypersensitivity, partaking in offensive commentary or jokes referring to violence.

- Educate employees to increase awareness of indicators that might suggest volatile events could occur - Promote sincere, open, and timely communication among managers, employees, and union reps - Offer opportunities for professional development - Foster a family-friendly work environment - Establish a process for complaints and concerns allowing them to be expressed in a nonjudgmental forum that include timely feedback to the initiator - Address quality of life issues - Maintain impartial and consistent discipline for employees who exhibit improper conduct and poor performance - Culture of mutual respect

Thank your parents, don't embarrass them. Be conscious of what you want to do, don't let $ be your primary motivation. Focus on what you love doing and what you're good at. Get into an industry that is fulfilling. Purpose.

Falls across the entire timeline. Training, planning, exercises, and drills. Being able to train and effectively respond to an incident. Reduce the severity of the incident when it occurs.

Roosevelt. (1933-45)

Carter. (1979) Mitigation, preparedness, response, recovery.

1. Minimize the probability of a threat or emergency. 2. Mitigate the impact if the event occurs. 3. Recover from the emergency and resume normal operations.

1. Prevention. 2. Protection. 3. Mitigation. 4. Response. 5. Recovery.

Define the capabilities necessary to save lives, protect property and the environment, and meet basic human needs. Stabilize the incident, restore basic services and community functionality, and establish a safe and secure environment when transitioning to recovery. - Critical transportation - Fatality management services - Mass care services Mass search and rescue operations - Public health and medical services

Fires, explosion, water outage, power outage, computer system failure, telecommunications failure, fuel leak, hazmat (hazardous material) incident, bomb incident, civil disorder, armed attack, barricade/hostage incident, severe weather, tornado, hurricane, thunderstorm, flood, other natural occurrences, earthquake, volcano.

National Incident Management System Enables responders at all jurisdiction levels and across all disciplines to work together with effective and efficient deployment of resources. Developed to identify concepts and principles that are used to manage emergencies from preparedness to recovery and provide and consistent, nationwide approach and common vocabulary so that multiple agencies or jurisdictions can communicate as they work together to respond to emergency situations. - Meant to standardize response to emergency situations. - Enables responders at all jurisdictional levels and across all disciplines to work together with effective and efficient deployment of resources. - Developed by DHS. - Provides universal emergency management system and a common technical language

Incident Command System A standard, on-scene, all-hazards approach to incident management that allows for the integration of facilities, equipment, personnel, procedures, and communications. Enables a coordinated response among various jurisdictions and functional agencies, both public and private; with common processes for planning and managing resources. - Designed to be flexible, can be used for incidents of any type, scope, or complexity. Based on 8 core concepts: - Common terminology. - Integrated communications. - Modular organization. - Unified command structure. - Manageable span of control. - Consolidated action plans. - Comprehensive resource management. - Predesignated incident facilities.

Involves counteracting threats to an organization's continuing operation. The primary objective is to resume critical functions as quickly as possible and to restore the business to its pre-emergency condition and location or, if that is not possible, to a new location or level of operation.

Specialize, become certified, take advantage of opportunities to become more aware.

Used to respond to "any incident or event, natural or human-caused, that requires an organized response by a public, private, and/or governmental entity in order to protect life, public health and safety, protect values, and to minimize and disruptions of governmental, social and economic services" Often addresses every possible incident of potential concern

Used when a community or jurisdiction focuses their planned response on the potential effects of emergencies in general and covers a variety of hazards, rather than requiring the development of separate plans for each hazard - Avoids duplication of planning efforts - Permits an emphasis on hazards that pose the most risk

Includes the assets, systems, and networks considered so vital to the US that their incapacitation or destruction would weaken physical and economic security, public healthy and safety, or both. Affects society at large. Examples: Public transit, the internet, banking networks, CJ agencies, private businesses, public gatherings.

Publicly or privately controlled resources essential to the operation of the economy and government. Destruction would not damage vital systems but could create a local disaster or significantly damage the national morale or confidence. Examples: Oil processing plants, banks, telecommunications, power grids. Symbolic and historical attractions.