Chapter 30
Handling Disruptive People
Abstract
Preventive methods are a point of emphasis in this chapter for security officers who are faced with handling disruptive people. The security officer will learn to develop exceptional skills at being able to recognize possible violent situations and use appropriate verbal skills and other management techniques to diffuse them. Also, security officers are introduced to the concepts of threat threshold and the team approach.
Keywords
NAPPI; Team approach; Threat threshold; Verbal intervention; Vital interestsToday’s security professional may be called upon to deal with situations ranging from an argumentative employee to an active shooter on site. It is imperative that each security officer understand their role in each situation and have the training required to respond appropriately.
This chapter discusses how to recognize instances when there is a potential for violence and specific strategies for dealing with disruptive individuals. It also addresses what has now become commonly referred to as workplace violence which is addressed in greater detail in the following chapter.
A closer examination of the workplace environment reveals a number of situations that could lead to an interaction with a disruptive person and have the potential for violence:
• Employees being severely disciplined
• Employees being discharged
• Disgruntled former employees returning to the property
• Employee suspected of drug abuse being sent for a drug test
• Employees under the influence of drugs or alcohol
• Personality conflicts between two employees or between an employee and his or her supervisor
• Employees involved in romantic relationships who are now having domestic problems
• Employees engaging in “horseplay” that gets out of hand
• Employees involved in a dispute over personal debts
• Employees who have developed severe mental problems due to personal problems or the work environment
• Stress related incidents of “acting out”
The security officer’s role in preventing violence and providing assistance when violent situations occur
The security officer’s primary goal in any potentially violent situation is to diffuse the situation, not incite a physical confrontation. To achieve this goal, the security officer must become proficient at recognizing or assessing potentially violent behavior. He or she must learn to use verbal skills that minimize the risk of agitating the potentially violent individual. He or she must also learn how to use only nonoffensive physical techniques and when it is appropriate to use them.
The presence of uniformed security officers is usually a visual deterrent to violence. Security officers should be requested to standby in the immediate vicinity when management anticipates a violent situation might occur, such as when an employee with a past history of violence is being terminated. A standby is a precautionary measure taken by management to permit security to intervene early with a potentially violent person. Prior to any management person giving the potentially violent person any ultimatum, the presence of uniformed security officers should be ensured. This may keep the situation from escalating. This form of early intervention is used in most mental healthcare settings and is deemed very appropriate when handling potentially violent individuals.
The primary goal of preventing violence, whenever possible, must always be remembered. There are times when a person becomes violent regardless of the presence of several security officers standing by in the immediate area and regardless of the skill level of the person interacting with the individual. When management is aware of an individual’s potential for violence and that individual is going to be disciplined or discharged, etc., the security officers should be called early and a “game plan” developed in the event violence occurs.
This plan should include the following:
• Who is going to call the police?
• When should the police be called?
• When should the security officers move to restrain the individual?
• Where should the person be taken once restrained?
• Does anyone have handcuffs?
• Should handcuffs be used (under what circumstances?)
• Should the person be physically ejected from the property rather than restrained?
Assessing behavior and the potential for violence
There are several points to be aware of when assessing behavior and the potential for violence.
All behavior is motivated
Acting-out, like other types of behavior, is intended to achieve some goal. This goal may or may not be apparent to you or even the person who is upset. The first question you must ask yourself is, “What is the reason for this person’s behavior”? You need to become aware of the person’s vital interests and how the environment might be perceived by the person as a threat to that vital interest. Examples of vital interests commonly threatened in the workplace include loss of job, loss of stature with co-workers, and in general, a feeling of helplessness as one places their well-being in the hands of others.
The more basic the vital interest being threatened, the higher the risk of violence
All people have a threat threshold—that is, a certain tolerance for perceived threat. If the intensity of perceived threat in the environment is more than the individual can handle, the risk of that person becoming violent is high. This threat threshold will differ from person to person. In plain language, each individual can only stand so much before a violent reaction will occur.
Violence-prone individuals have a condensed threat threshold
The individual with a condensed threat threshold is more likely to escalate toward a physical confrontation than the average person. There are numerous reasons for someone to be or become violence-prone. Factors such as personality, past experience, learning, and the present circumstances shape a person’s reactions. Typical examples of individuals that might have a condensed threat threshold include the following:
• The criminal or antisocial individual
• The intoxicated individual
• The psychotic individual
• The physically and/or emotionally traumatized individual or family member
The more intense a person’s emotional reaction, the less likely they are able to think rationally.
Acting-out always involves some emotional force associated with the situation. Fear is the most common emotion related to aggression.
In understanding that the emotionally upset person is unable to think rationally, we can see the sense in taking deliberate steps to de-escalate the emotional components of a situation so that the person can rationally cooperate.
When upset, if given an option, most individuals will usually choose a nonviolent way over a violent way of dealing with a stressful situation.
Common causes of acting-out
• Frustration
• Tension (anxiety)
• Being ignored/rejected
• Lack of positive attention
• Confinement
• Loss of personal power
• Lack of impulse control
• Boredom
• Overcrowding
• Competition
• Staff behavior
• Psychological confusion/misperception
• Need to establish/maintain self-esteem (“macho man”)
Cues to potential acting-out
• Mood swings
• Changes in body language/activity
• Physical tension
• Changes in verbal behavior
• Stimulus events—certain dates, such as anniversary of termination date, etc.
• Depression, suicide attempt
• Past history data
Crisis management
The most effective crisis management approach is the team approach. Management and security should work together as a team. Security is an integral part of the team. They are usually relied upon to physically intervene with the person, when and if it becomes necessary. Security personnel must remember that the person who called for their assistance in handling a disruptive person situation is always the team leader. This leadership may be turned over to security at some point during the crisis, but management is ultimately responsible for what occurs. Security may be asked to assist in this but is not ultimately responsible and therefore does not always have the final say about what should be done.
Most potentially violent incidents can be handled smoothly if everyone knows their role and performs their function properly. Only one person (designated team leader) should verbally communicate with the potentially violent person. Even if the potentially violent person directs verbal abuse or questions to another person on the scene, including security, that person being spoken to by the potentially violent person must not respond! The team leader should respond for him or her by stating that the person must speak with him and no one else. What the person is attempting to do, by trying to get other people talking, is to divide and conquer. If the potentially violent person is successful in getting everyone talking at the same time, he is getting everyone’s attention away from what should be their primary goal, which is to calm or control the person who is potentially violent.
When the team leader is speaking with the potentially violent person, security officers on the scene should not interfere, regardless of what is said. Frequently, the potentially violent person becomes verbally abusive. Security officers must not take insults or verbal abuse personally or as a challenge to fight. The manager dealing with the individual should inform security when he or she feels they have exhausted all of their verbal interventions and they desire to turn the situation over to security for continued verbal intervention or to restrain and remove the individual from the area. In the event the person attempts physical violence toward any of the team members, security should immediately move in and physically restrain the person and prevent anyone, including the violent individual, from being injured.
Verbal skill management
Communication with words and gestures can be one of the safest, simplest, and most readily available interventions that people working with a potentially violent individual have available to them. The risks are few and the gains are many. Through effective verbal communication, problem resolution can be accomplished with minimum risk of injury. Verbal techniques can be used as a tool in helping persons to calm down, to discuss concerns, to regain an inner sense of control, and to explore alternatives. Because physical pain and emotional stress may reduce a person’s ability to cope, effective verbal interventions can help the person deal with feelings of frustration and fear, and ultimately help restore a sense of balance and control.
The escalation or de-escalation of a crisis may depend on a security officer’s ability to verbally intervene. What you say will either improve the situation or make it worse.
As previously stated, the team leader is the only person to communicate and verbally intervene with the disruptive person. The rest of the team works to be supportive to their leader and a resource for future help. This approach will provide the disruptive person with structure and help focus their attention. If more than one staff member is talking to the disruptive person, the chance is much greater that the team will lose control of the situation.
Verbal interventions should be based on the emotional/behavioral response to a crisis. The following are examples of a disruptive person’s emotional behavior and symptoms, as well as the appropriate verbal interventions.
Emotional/behavioral symptoms
• Mild anxiety and tension; Defensiveness; Scanning the environment for threat cues; Reduced communication; Some sweating; Mild shakiness.
Appropriate verbal interventions
• “What is your name?”
• “My name is ____.”
• “You seem upset. Tell me what’s going on.”
• “How can I help?”
• “What is it you’re concerned about?”
• “It’s not unusual to feel so concerned. I’m sure I would feel the same way.”
• “Let’s go over here and sit down and talk about it.”
• “Let me get you something to drink and we’ll talk about it.”
• “How might we work this out?”
• “What would be most helpful right now?”
Emotional/behavioral symptoms
Moderate anxiety; increased defensiveness; scanning the area for defensive alternatives (possible weapons, a way out, etc.); evaluating consequences of threats and actions; increased talkativeness (asking questions); aversion to physical contact (Don’t touch me!); tightening of muscles, clenching teeth; urge to move about; growing resistance to direction.
Appropriate verbal interventions
Use diversion to redirect their attention.
• “Let’s get a cup of coffee.”
• “It’s difficult to cooperate with you when… so please…”
• “This is a tough situation right now, so how about sitting down and discussing what our alternatives might be.”
Emotional/behavioral symptoms
High anxiety; sizing up his opponent; verbal threats; abusive language; personal threatening gestures; open refusal to cooperate; intimidation.
Appropriate verbal interventions
Set limits by consequences.
• “I know you are upset but you cannot continue to behave this way.”
• Either you calm down and discuss the problem or we will escort you off the property.”
• “Either you calm down or we will help you control yourself.”
Never give an ultimatum unless you are prepared to “back it up” and follow through.
• “Either you go to your room like the nurses have asked or we will take you to your room.”
Keep communication short, simple and to the point.
Nonabusive psychological and physical intervention
One resource to provide additional training in this area is Nonabusive Psychological and Physical Intervention (NAPPI). This organization is dedicated to providing companies and individuals the best practices for behavior management. NAPPI teaches safe and humane resolutions to conflict—moving individuals from a history of control to cooperation and trust. They offer training in “safe and humane psychological and physical interventions” for behavior management.
NAPPI was founded in 1977 and has been proven to be safe and effective in a wide variety of settings. They provide several types of training programs, including public seminars when private on-site training is not practical. Their web site is www.nappi-training.com.
Summary
• The security officer’s primary goal in any potentially violent situation is to diffuse the situation.
• A security officer should be able to identify potential cues for acting out, including mood swings, changes in body language/activity, physical tension, changes in verbal behavior, etc.
• The most effective crisis management approach is the team approach.
• A situation can improve or worsen depending on a security officer’s ability to effectively match the appropriate verbal intervention with the disruptive person’s emotional behavior and symptoms.
• Additional behavioral training may be helpful. One resource for this training is NAPPI.
Exercises
1. What are some situations in the workplace that could lead to an interaction with a disruptive person?
2. What is a security officer’s primary goal in any potentially violent situation?
3. What are potential cues to acting-out?
4. Who should talk to the potentially violent person?
5. What are some examples of appropriate verbal intervention?
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