Case Study On Disruptive Behavior at Workplace

Introduction:
• Before we can start with workplace violence prevention, it’s necessary to properly define it.
The Occupational Safety & Health Administration (OSHA) defines workplace violence as any
act or threat of physical violence, harassment, intimidation, or other threatening disruptive
behavior that occurs at the worksite.
• It includes anything from verbal threats to physical confrontations — and in some cases
homicide. In fact, in 2014 the Bureau of Labor Statistics found that of the 4,679 fatal
workplace injuries that occurred, 403 were workplace homicides.
• Employee morale, productivity and customer service levels are at their highest when
employees work effectively as a team and practice basic tenets of civility and respect for each
other. This, unfortunately, is not always the case when employees display inappropriate and
disruptive behaviors. Behavior that is not consistent with basic collegial and professional
expectations can result in significant negative consequences to the organization and its people
and can increase an organization's potential legal liability.
 Questions:

Q: Does your workplace violence training include communication skills to put a stop to disruptive behavior early on
(including skills for convincing reluctant supervisors to act)?
Answer: Yes, my workplace has violence training include communication skills to put a stop to disruptive behavior early on.
Here are seven steps to take to make sure workplace violent prevention training is effective -
• Analyze your workplace
• Create a supportive environment
• Offer communication and empathy training
• Establish a clear workplace violence policy
• Commit to a non-violent workplace
• Train employees to recognize warning signs
• Create an action plan, share it with employees, and practice
1. Analyze your workplace
• Has there been violence in your workplace before?
• When, what kind, and who was involved?
• How was it handled?
• What systems were put in place afterwards, and were they effective?
• If there have been no violent incidents in your company’s history, what are you doing well?
• Are there gaps in your workplace violence policies? Where?
• How safe is the physical environment? Which doors stay locked? How are employees protected if they leave late at night?
 
2. Create a supportive environment
• Every training program starts with developing a relationship with employees. It is important that you and your HR department make
employees feel heard and supported at work.
• For example, this could help workers who are experiencing domestic violence to be more open with you. Should the domestic partner show
up at work, you are then able to respond accordingly. This also means that workers reporting potential violence or verbally threatening
remarks should be supported and not face reprisals, regardless of whom they are reporting. Workplace violence policies apply all the way up
the corporate ladder and with any client.
3. Offer communication and empathy training
Workplace violence training is often about how to handle a violent episode as it is occurring, but offering workers training in
effective, empathic communication can prevent it before it starts.

4. Establish a clear workplace violence policy

How will you handle workplace violence? What supports or disciplinary actions are in place for verbal and nonverbal threats
and actions?
If you haven’t answered these questions for your company, start there, then let employees know, with consistent, constant
training.

5. Commit to a non-violent workplace

Commitment to a non-violent workplace means regularly allocating resources – money and time – to training workers and
preventing workplace violence.

6. Train employees to recognize warning signs

Training employees to be alert to warning signs of potential workplace violence can stop an incident before it starts. Warning
signs of potential violence include some or all of the following:
• Excessive use of alcohol or drugs
• Behavioral changes that include poor job performance
 Depression or withdrawal
 Complaints about unfair treatment
 Violation of company policies
 Mood swings and overreaction to criticism or evaluations
 Paranoia
It is important to note that workplace violence can be committed by people who are not mentally ill. There exists a tendency
to oversimplify the cause of workplace violence to mental illness, but in most cases that is not true.
7. Create an action plan, share it with employees, and practice
The 1950s had nuclear attack drills; these have been replaced in the 21st century by active shooter simulations and lockdown
drills. No one wants to think about the worst-case scenario, much less practice it regularly, but having a plan in place could
save lives.
Workplace violence prevention training may not be the most fun training you have ever offered your employees, but it just
may be the most important.
 QUESTION:
Q. How would your organization have proceeded with the case if the coworker had threatened the
employee who spoke to him in an assertive way? Please explain.
• Answer: My organization can handle this situation in different ways like –
• Counseling with the coworker who threated the employees
• Give verbal warning to him
• Send him written warning not to misbehave with anyone again
• Making a report against the rude employee for future documentation
• Escalate the overall situation & implement an official performance improvement plan
• Need to regularly meet with that employee to review & assess
• Finally, if all these efforts fail may be forced to consider reassignment or termination of that employee
Some employees do not report disruptive behavior
 QUESTION
Q: What recourse would the employee have had if the supervisor had refused to
intervene? 
Answer: If the supervisor refused to intervene than I have to handle it by myself. Controlling, bossy people are annoying and frustrating, but
with the right mindset and the right attitude I can deal with them effectively. Here are some techniques that can help: 

1. Stay calm.

It can be frustrating and upsetting to be told what to do or have someone take over for you. But it's important that I should stay in control of my
temper. Bossy people thrive on getting a strong reaction that allows them to be a victim: "I was only trying to help, and they came after me like I'd
done something wrong!"

2. Be direct.

To manage my bossy colleague, I have to say something direct and assertive. Take a calm, professional tone and keep my discussion short and
succinct. Avoid making a scene and make sure I stay calm and respectful.

3. Don't take it personally.

I have to remember that my coworker's behavior is not about me, and should not allow their words or behavior to affect me personally. It's all about
them wanting to feel important and in control—I am just the person who happens to be within reach.
4. Just ignore them.

In some situations--especially if the bad behavior persists despite my best efforts--it may be best to try ignoring it. If I can brush off my coworker's

bad behavior and just ignore them, I may derail their strategy. If nothing else, I can at least save my own peace of mind.

5. Set healthy boundaries.

Be consistent in asserting my own boundaries. Don't react to attempts at bossiness but learn to respond by asserting my boundaries so people know

not to cross them.

6. Lead by example.

Faced with a bossy, domineering coworker--or any difficult person in any area of my life--be the change I wish to see. Model the way I would want

to be treated; always speak politely and act with respect.

A bossy, difficult coworker is an unpleasant addition to any workplace. But if I can manage them with calm, firm resistance, in a way of learning

patience, and feeling myself compassion towards them, I can minimize the frustration.
 CONCLUSION:
• In most workplaces where risk factors can be identified, the risk of assault can be prevented or
minimized if employers take appropriate precautions. One of the best protections employers can offer
their workers is to establish a zero-tolerance policy toward workplace violence. This policy should cover
all workers, patients, clients, visitors, contractors, and anyone else who may come in contact with
company personnel.
• By assessing their worksites, employers can identify methods for reducing the likelihood of incidents
occurring. OSHA believes that a well-written and implemented workplace violence prevention program,
combined with engineering controls, administrative controls and training can reduce the incidence of
workplace violence in both the private sector and federal workplaces.
• This can be a separate workplace violence prevention program or can be incorporated into a safety and
health program, employee handbook, or manual of standard operating procedures. It is critical to ensure
that all workers know the policy and understand that all claims of workplace violence will be
investigated and remedied promptly. In addition, OSHA encourages employers to develop additional
methods as necessary to protect employees in high risk industries.