Standards for Violence Management Training (From Violence at Work: Causes, Patterns and Prevention, P 132-150, 2002, Martin Gill, Bonnie Fisher, et al., eds. -- See NCJ-193122)

• NCJ Number: 193129
• Author(s): Brodie Paterson; David Leadbetter
• Date Published: 2002
• Length: 19 pages
• Sale Source: Willan Publishing
• Publication Format: Book (Hardbound)
• Publication Type: Issue Overview
• Language: English
• Country: United Kingdom

Annotation

This chapter discusses the content, structure, techniques, benefits, and effectiveness of training managers to prevent and respond to violence in the workplace.

Abstract

Training content should include the core values of a workplace environment that reduces "triggers" for violence; risk assessment; definitions of aggression and violence; safe systems of work; information in relation to particular user groups; theoretical models of aggression and violence; setting conditions and "triggers;" de-escalation, theoretical models, and practice strategies; legal and ethical issues; physical contact skills; immediate management of hostage situations; and how to support staff who may be exposed to violence. Training should focus on the needs of at least three major staff groups: management, support and administrative staff, and direct service staff. This chapter also outlines the content for "train-the-trainer" workshops. The existing research literature suggests that training in behavioral management skills can produce a variety of positive direct and indirect benefits. Staff that receive training appear to be more knowledgeable about appropriate behavioral management practices; and they are likely to feel more confident and can be effectively taught physical intervention skills. Staff training can decrease rates of challenging behavior and the use of reactive strategies. None of the evaluation research, however, indicates that the aforementioned positive outcomes can be guaranteed from training. Negative results have also been observed. This suggests that industry standards for training should be developed, based on rigorous evaluation. This would provide a set of objective guidelines that may be used by training managers and their organizations to compare the length, the content, and the potential impact of their aggression and violence management training. The remaining questions about the effectiveness of aggression and violence management training should continue to be a spur to further research into what works best and where. 1 table and 67 notes