Pitfall No. 2 — Using the ‘One and Done’ Approach
Providing training on a one-time basis is unlikely to produce lasting effects, yet it is the approach chosen by many organizations, due to time and cost constraints. If training is to be more than just a Band-Aid for workplace violence, it must be part of a process that includes pportunities for review, practice and drills. Just as with other emergency responses procedures, such as CPR, regularly scheduled refresher training prevents skills from eroding.

Albert Bandura’s Social Learning Theory and other supportive research explains that training staff in ways to de-escalate and manage aggressive behavior increases staff confidence and self-efficacy. Without an ongoing process to reinforce learning, however, staff will gradually lose both the confidence and the competence gained in the initial training.

Pitfall No. 3 — The Administrative Disconnect
Training does not stand alone as a solution to the problem of workplace violence. Best practices call for the integration of training into a culture of care that includes an organizational commitment to a values-based philosophy. Mission, values and goals must be clearly stated to all and reinforced through policies and procedures that reflect organizational philosophy. Staff development is then seen as a tool to help staff members put philosophy into daily practice.

Administrators who take the time to participate in training take a huge step toward ensuring the effectiveness of that training. By their very participation, the following outcomes are realized:

• Employees take the training more seriously when they see administrators are also taking the time to participate 
• Administrators learn more about the day-to-day realities faced by their staff members
• Administrators themselves gain skills they can use when confronted with disruptive behavior
• Any disconnect between policy and training content will be apparent and can be adjusted, as necessary
• Administrators gain a greater understanding of the need for an ongoing training process in order to sustain the learning and momentum generated by the initial training sessions

Training’s Return on Investment Is Significant
Clearly, addressing the problem of workplace violence through a comprehensive training program requires an investment of time, energy and human resources. It is an investment, however, with many returns. Data has clearly demonstrated a decrease in the use of physical restraints when facilities implement staff training that includes strategies for preventing, de-escalating and safely responding to disruptive or assaultive behavior.

A decrease in violent incidents can also mean a decrease in liability-related concerns. The less often restraint is used, the less likely an organization is to be brought into litigation, either by the individual who was restrained, or by anyone else who may have been injured during an incident. A decrease in workplace violence may also result in a decrease in employee injuries and workers’ compensation claims, as well as a reduction in lost time due to injuries.

When organizations are successful in creating a safer work environment, added benefits can be assumed. With a decrease in workplace violence and an increase in staff confidence, employees are more likely to maintain their employment, lowering turnover rates.

Empowerment Through Education Reduces Burnout
In a recent article published in the Canadian Journal of Nursing Leadership, nursing researchers Greco, Spence-Laschinger and Wong examined efforts to improve working conditions for nurses through their leaders’ empowering behaviors. The study found that when nursing administrators provided empowering behavior, nurses felt better about their jobs and experienced less burnout.

“It is reasonable to expect that when leaders empower nurses to accomplish their work in meaningful ways, nurses are more likely to experience an empowering workplace that fosters a fit between their expectations and their working conditions,” the study reads. “That is, they will feel that they have reasonable workloads, control over their work and good working relationships; that they are treated fairly and are rewarded for their contributions; and that their values are congruent with organizational values.”

More satisfied employees are more likely to assist in recruiting other quality employees seeking a more positive work environment. And improved worker satisfaction also leads directly to improved customer satisfaction — and helps your organization fulfill its care-giving mission.

Judith Schubert is president of the Crisis Prevention Institute (CPI). For additional information on CPI, please visit www.crisisprevention.com.

View Part II and Part III of this series.

 

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