Report pages 33–39: 95 claims on pp. 33–39 (fact 3, statement 41, evidence 38, conclusion 2, conjecture 10, definition 1).
Adopting a prevention mindset through a commitment to employee safety and support is an important first step to reduce the risk of targeted violence in the workplace.
Adopting a prevention mindset through a commitment to employee safety and support is an important first step to reduce the risk of targeted violence in the workplace.
The commitment can be demonstrated by securing leadership support, providing resources and direction, promoting collaboration between employees, and building outside partnerships.
This commitment can be demonstrated by securing leadership support for workplace safety efforts, providing resources and direction to employees, promoting collaboration and coordination of safety efforts between employees, and building partnerships with others outside of the organization's walls.
A BTAM program is a worthy investment for many organizations, offering critical direct benefits such as reduced risk of harm or loss of life.
A BTAM program is a worthy investment for many organizations, offering critical direct benefits, such as the reduced risk of harm or loss of life
Indirect benefits can include improvements to employee morale and a more positive organizational climate and reputation (endnote 3: Cybersecurity and Infrastructure Security Agency, Insider Threat Mitigation Guide, 2020).
indirect benefits, which can include improvements to employee morale and a more positive organizational climate and reputation
Workplace violence encompasses targeted workplace violence as well as other forms of physical violence, harassment, intimidation, or other threatening behavior.
Workplace violence, which encompasses targeted workplace violence as well as other forms of physical violence, harassment, intimidation, or other threatening behavior
According to the Bureau of Labor Statistics, 928 workers lost their lives in intentional homicides between 2023 and 2024.
928 workers tragically lost their lives in intentional homicides between 2023 and 2024.
According to the Bureau of Labor Statistics, during 2023-2024 an additional 77,780 private-sector workers suffered nonfatal injuries from workplace violence that required days away from work, restricted job duties, or transfers.
During that same timeframe, an additional 77,780 workers in the private sector alone suffered nonfatal injuries from workplace violence that required days away from work, restricted job duties, or transfers.
Surviving victims and employers face financial costs including medical bills, lost productivity, worker's compensation and disability claims, and subsequent litigation.
financial costs associated with medical bills, loss of productivity, worker’s compensation and disability claims, and subsequent litigation
The human and financial costs underscore the importance for organizations to take action to reduce the risk of workplace violence.
The human and financial costs underscore the importance for organizations to take action to reduce the risk of workplace violence.
Targeted workplace violence can be prevented when organizations commit to a proactive approach to violence prevention.
Targeted workplace violence can be prevented when organizations commit to a proactive approach to violence prevention.
Workplace violence can be devastating to a workforce and the broader community.
can be devastating to a workforce and the broader community
Support from senior leadership can be of paramount importance to the development of an effective BTAM program.
Support from senior leadership can be of paramount importance to the development of an effective BTAM program.
Leaders who actively support violence prevention are instrumental in ensuring that resources, funding, and staffing are allocated appropriately and that BTAM work is prioritized.
Leaders who actively support violence prevention efforts are instrumental in ensuring that resources, funding, and staffing are allocated appropriately and that the work of the BTAM program is prioritized.
Commitment from leaders may also ensure that all employees understand the importance of BTAM and collaborate during the BTAM process.
Commitment from leaders may also ensure that all employees of the organization understand the importance of BTAM and collaborate during the BTAM process.
Why inferred Hedged with 'may also ensure'.
After a security professional described a past spree of killings by a terminated employee, leadership provided resources, funding, and formal authority to set up the BTAM program. The program was built with security, HR, and EAP partners.
After this conversation, leadership provided the security professional with resources, funding, and the formal authority to establish the company's BTAM program.
A threat manager lacked leadership support, and after layoffs an employee threatened to return with a gun. Staff did not report the threat because they lacked threat-handling training, and no additional resources were provided.
Due to their lack of training in handling threats, employees did not inform the threat manager about the employee's threat of violence or his termination.
During a chance encounter with a senior leader, the security professional described a past spree of killings by a terminated employee. Some of those impacted were employees whom the attacker felt had wronged him.
described an incident in the company's past when a terminated employee engaged in a spree of killings
The executive conceded that the company's investment in workplace violence prevention was not enough.
The executive conceded that the amount was not enough.
Despite the organization having thousands of employees, the threat manager was the sole person managing several important functions across numerous facilities.
Despite the organization having thousands of employees, the threat manager was the sole person managing several important functions
Recent structural changes, including a corporate merger and replacement of organizational leadership, added challenges to getting support.
Recent structural changes, including a corporate merger and the replacement of organizational leadership, had resulted in additional challenges.
During a round of mass layoffs, a violent incident was narrowly avoided when a laid-off employee with significant personal stressors threatened to return with a gun.
During a recent round of mass layoffs, a violent incident was narrowly avoided when an employee with significant personal stressors was laid off and threatened to return to the workplace with a gun.
Despite little initial support, the security professional developed pitches for specific executives that summarized the importance of a robust violence prevention program.
developed pitches for specific executives that quickly summarized the importance of a robust violence prevention program
In the first In Practice example, a security professional at Organization 1 received little support for workplace violence prevention efforts.
ORGANIZATION 1: A security professional received little support for workplace violence prevention efforts.
In the past incident the security professional described, some of those impacted were employees of the organization whom the terminated attacker felt had wronged him.
Some of those impacted were employees of the organization whom the attacker felt had wronged him.
After sharing the story of the past attack, the security professional asked the executive how much the company had invested in workplace violence prevention.
After sharing this story, the security professional asked the executive how much the company had invested in workplace violence prevention.
Partnering with personnel from security, HR, and the company's Employee Assistance Program (EAP), the security professional established an infrastructure to assess and manage concerns throughout the company.
Partnering with personnel from security, HR, and the company’s Employee Assistance Program (EAP), the security professional established an infrastructure to assess and manage concerns throughout the company.
In the second In Practice example, a threat manager at Organization 2 experienced significant challenges getting support for workplace violence prevention from organizational leadership.
ORGANIZATION 2: A threat manager experienced significant challenges getting support for workplace violence prevention from their organizational leadership.
The laid-off employee who had threatened to return to the workplace with a gun was ultimately arrested for trespassing on the premises.
The employee was ultimately arrested for trespassing on the premises.
The threat manager attempted to convince organizational leaders of the importance of proactive violence prevention efforts to avoid similar incidents.
The threat manager attempted to convince organizational leaders of the importance of proactive violence prevention efforts to avoid similar incidents.
Despite the threat manager's efforts, additional resources were not provided.
However, additional resources were not provided.
A university police executive advises organizations to personalize violence prevention and create an energy about prevention that inspires people.
You can personalize violence prevention. You can make it close to home.
Most larger organizations already have internal personnel who can help prevent violence.
Most larger organizations already have internal personnel who can help to prevent violence.
Many organizations offer Employee Assistance Programs (EAPs) that can provide counseling and support to employees experiencing distress.
Many organizations also offer Employee Assistance Programs (EAPs), which can provide counseling and support for employees experiencing distress.
One early step organizations may take is to evaluate the internal resources that may be leveraged during the BTAM process.
One early step that organizations may take is to evaluate the internal resources that may be leveraged during the BTAM process.
Once it is understood which resources are and are not available, organizations should improve their quality or availability and ensure necessary services are available when needed.
Once it is understood what resources are and are not available, organizations should take action to improve the quality or availability of these resources and ensure that necessary services and supports are available when needed.
Completing a resource inventory (see Figure 5) can help organizations identify which needs resources are designed to address, how often they are available and/or used, how well they address intended needs, any barriers or gaps in services, and what actions can be taken to enhance services.
Completing a resource inventory (see Figure 5) can help organizations identify which needs the resources are designed to address
A university police executive observes that in bigger organizations, someone knows someone who knows someone who has been impacted by a tragedy.
In bigger organizations, someone knows someone who knows someone who has been impacted by a tragedy.
A university police executive says practitioners can create an energy about prevention that can inspire people and fuel their care.
You can create an energy about prevention that can inspire people and fuel their care.
The university police executive adds that enthusiasm for violence prevention is contagious.
The enthusiasm is contagious.
Internal personnel resources can include workplace managers, human resource (HR) professionals, or an ombudsman, all of whom can mediate conflict.
These resources can include workplace managers, human resource (HR) professionals, or an ombudsman, all of whom can mediate conflict.
The sample gives three examples of resources organizations may use in the BTAM process. Organizations should complete this type of inventory to assess all of their available resources.
Organizations should complete this type of inventory to assess all of their available resources.
Figure 5 is a sample resource inventory with three examples: an Ombudsman (use low, quality good), an Employee Assistance Program (use moderate, quality excellent), and a Third-Party Vendor for Employee Services (use high, quality excellent). For each it records what needs the resource meets, use, quality, gaps or barriers, and an action plan.
This sample provides three examples of the types of resources that organizations may leverage during the BTAM process.
All employees have a role in preventing violence at their workplace.
All employees have a role in preventing violence at their workplace.
Strong collaboration between employees across varying components within an organization can greatly benefit the BTAM process by safeguarding work environments.
Strong collaboration between employees across varying components within an organization can greatly benefit the BTAM process by safeguarding work environments.
Partnerships should be established before a time of need to support streamlined collaboration, information sharing, and crisis response.
Establish partnerships before a time of need to support streamlined collaboration, information sharing, and crisis response.
BTAM processes should incorporate strategies to foster collaboration, starting with building relationships before services are needed.
Build relationships before services are needed.
Navigating complex professional interactions in a new partnership during a critical time can be challenging, which is why partnerships should be built early.
Navigating complex professional interactions in a new partnership during a critical time can be challenging.
Why inferred Hedged with 'can be challenging'; offered as the rationale for early partnership-building.
In the sample inventory, the ombudsman provides alternative dispute resolution, mediation, and peer support; use is low (seldom used, highly available) and quality good (employees report it helped resolve some disputes). Gaps are low awareness and most concerns going solely to management; the action plan is to promote awareness and education about the resource and process.
**Ombudsman** Provides alternative dispute resolution, mediation, and peer support. | **Low** Seldom used; highly available. | **Good** Employees who received services report they helped to resolve some disputes. | • Awareness is low. • Most concerns are solely brought to management. | • Promote awareness and education about this resource and process.
In the sample inventory, the EAP provides counseling for relationship, substance, and mostly personal difficulties; use is moderate (less than expected, limited free sessions) and quality excellent. Gaps are confidentiality concerns and perceived stigma; actions are to identify additional counseling resources, enhance education on availability and confidentiality, and promote a non-retaliation policy.
**Employee Assistance Program (EAP)** Provides counseling for difficulties with relationships, substances, and mostly personal matters. | **Moderate** Not used as frequently as expected; limited number of free sessions available. | **Excellent** Employees who used services report they helped tremendously. | • Some employees report concerns about confidentiality. • Perception of negative stigma (e.g., being treated differently or poorly due to treatment). | • Identify additional resources for counseling. • Enhance education regarding availability and confidentiality. • Promote policy addressing non-retaliation.
In the sample inventory, a third-party vendor assists domestic violence victims with mental health, finances, moving, lodging, and more; use is high with a finite number of contracted referrals, and quality excellent. Gaps are referral-only access via the BTAM team, limited referrals, and possible growth in need; actions are to audit budget and costs to consider renewing and expanding the contract and to evaluate supplementary community resources.
**Third-Party Vendor for Employee Services** Offers assistance to victims of domestic violence, including help with mental health, finances, moving, lodging, and more. | **High** Frequently used; contract allows a finite number of referrals. | **Excellent** Employees who have received services report they were highly beneficial. | • Only available via referral from BTAM team. • Limited number of referrals available. • Needs for services may increase due to growing workforce. | • Audit budget and costs to consider renewing and expanding contract with vendor. • Evaluate similar community resources that can supplement services.
BTAM processes should incorporate a set of strategies to foster collaboration across the organization.
BTAM processes should incorporate the following strategies to foster collaboration:
Employees benefit from an explanation of the BTAM process, how it can help, and their role in it. Outreach should focus on safety, violence prevention, and employee support.
Employees will benefit from an explanation of the BTAM process, how it can help, and their role in the process.
HR personnel should know what employee information can and cannot be shared, when, and with whom. HR personnel should also understand the job functions and needs of collaborators on the BTAM team.
personnel should know what employee information can and cannot be shared, when information can be shared, and with whom information can be shared.
Language centered on supporting, helping, and caring for others can engage colleagues and avoid an excessive focus on punishment and reprimand.
Adopting language centered on supporting, helping, and caring for others can be effective in engaging colleagues, educating them on the principles of the BTAM process, and avoiding an excessive focus on punishment and reprimand.
The BTAM process will have the most success by reassuring employees that its goal is to help rather than to take over the work of other organizational components.
The BTAM process will have the most success by reassuring employees that the goal of the process is to help, rather than to take over the work of other organizational components.
Clear communication can help parties understand each other's missions, highlight goal alignment, and establish clear roles, responsibilities, and expectations.
Clear communication can help all parties understand each other's mission and function, highlight points of goal alignment, and establish clear roles, responsibilities, and expectations.
A BTAM team leader at a major retailer found that conveying concepts, not research vocabulary, helped people without a background in the field understand BTAM.
I realized the importance lies in the concepts, not the lexicon.
Conversations about violence prevention can be uncomfortable and challenging, even for experienced practitioners in the field.
Conversations about violence prevention can be uncomfortable and challenging, even for experienced practitioners in the field.
Why inferred Hedged 'can be' observation about difficulty, not a directive.
A retail BTAM team leader reports using direct, academic language from the research early in their career.
Early in my career, I used direct, academic language from the research.
One collaboration strategy is to meet audiences where they are.
Meet audiences where they are.
When approaching employees, consider their unique perspectives and what information they need, focusing on the principles of safety, violence prevention, and employee support.
When approaching employees, consider their unique perspectives and what information they need to know, focusing on the principles of safety, violence prevention, and employee support.
Another collaboration strategy is to clarify the capabilities of collaborators.
Clarify the capabilities of collaborators.
Those involved in the BTAM process should have a clear understanding of everyone's role and how they can and cannot contribute.
Those involved in the BTAM process should have a clear understanding of everyone’s role and how they can and cannot contribute.
HR personnel should also understand the job functions and needs of BTAM team collaborators, including how HR can assist them and how they might aid HR in its BTAM role.
HR personnel should also understand the job functions and needs of collaborators on the BTAM team, including how they can assist collaborators, and how collaborators might aid them in their role in the BTAM process.
Another collaboration strategy is to lead with compassion, empathy, and care.
Lead with compassion, empathy, and care.
Another collaboration strategy is to approach prospective partners with humility and the intent to help.
Approach prospective partners with humility and the intent to help.
Reassuring employees that BTAM aims to help rather than take over fosters trust with colleagues and lays the groundwork for long-lasting collaboration.
This approach fosters trust with colleagues and lays the groundwork for long-lasting collaboration.
Another collaboration strategy is to establish goal alignment and clear roles.
Establish goal alignment and clear roles.
Different organizational components vary in their goals and functions.
Different organizational components vary in their goals and functions.
A BTAM team leader at a major retailer says they started tailoring their language so that people without a background in the area can understand.
I started tailoring my language so that people without a background in this area can understand.
The retail BTAM leader gives an example of plain stakeholder messaging: stating what the stakeholder needs to know and what the leader thinks they should do about a concerning individual.
When talking to a stakeholder, I might say, “I need you to know X, Y, and Z, and here’s what I think you should do about a concerning individual.”
A BTAM team leader at a major retailer says the most important thing is how you communicate with people, and that their early academic language confused people.
The most important thing is how you communicate with people
Establishing partnerships with community agencies, such as law enforcement, social services, or mental health professionals, is crucial to the success of organizational BTAM efforts.
Establishing partnerships with community agencies, such as local law enforcement, social services, or mental health professionals, is crucial to the success of organizational BTAM efforts.
Community agencies can be highly effective resources in supplementing an organization's efforts to identify, assess, and manage concerning individuals.
Community agencies can be highly effective resources in supplementing an organization's efforts to identify, assess, and manage concerning individuals.
Some partnerships may experience information-sharing challenges, such as receiving partial or limited information even from a cooperative partner.
Some partnerships may experience challenges related to information sharing.
Why inferred Hedged with 'may'; describes possible rather than documented partnership problems.
Each agency often has policies, rules, regulations, and laws that may keep it from freely sharing information, which can explain apparent non-responsiveness.
which may preclude them from freely sharing information.
Why inferred Hedged with 'may preclude'; an explanation offered for apparent non-cooperation.
Written partnership agreements that describe activities and information sharing can help resolve challenges and uncertainty. Some organizations use a memorandum of understanding (MOU).
Clearly describing the activities and parameters of partnering agencies, including when, how, and what information is shared between the agency and the organization, can help resolve challenges and uncertainty during collaboration.
A designated point of contact for a partner agency can limit confusion about who to contact and may result in faster connections during a crisis.
Establishing a designated point of contact for a partner agency. This strategy can limit confusion about who to contact when support is needed and may result in faster connections during a crisis.
Hosting or attending seek-to-understand meetings can foster understanding and build a more fruitful partnership with a community agency.
Meeting with a community agency to listen and learn about their organizational goals, viewpoints, needs, challenges, or limitations can help foster understanding and build a more fruitful partnership.
A healthcare BTAM team said it wished it had started building relationships with team members and outside entities sooner. It found that meetings and shared knowledge helped.
Looking back now, I wish we would have started making relationships with team members and outside entities sooner.
At other times, community partners may appear to be nonresponsive or uncooperative.
At other times, community partners may appear to be nonresponsive or uncooperative.
Why inferred Hedged with 'may appear'; describes how partners may seem rather than a verified finding.
Certain strategies may be effective in overcoming partner barriers, including formalizing written partnership agreements that describe when, how, and what information is shared.
Formalizing written partnership agreements.
Why inferred Recommendation hedged by 'may be effective'; quote is the strategy heading only.
A healthcare BTAM team said that talking with colleagues and community members in meetings and conferences is vital for BTAM practice.
Talking with colleagues and community members in meetings, conferences, and sharing knowledge is vital for the practice of behavioral threat assessment everywhere.
A BTAM team in a healthcare environment said that going to meetings, consulting with others, sharing information, and having a common language has been incredibly helpful.
For us, going to meetings, consulting with others, sharing information, and having a common language has been incredibly helpful.
While community partnerships can be highly rewarding and beneficial, differences between agencies can sometimes pose challenges.
While these partnerships can be highly rewarding and beneficial, differences between agencies can sometimes pose challenges.
Why inferred Typed conjecture for the hedge 'can sometimes pose challenges'; the first clause is a plain statement.
Organizations may receive partial or limited information from a community partner, even when the partnering individual or agency wishes to be cooperative.
For example, organizations may receive partial or limited information from a community partner, even when the partnering individual or agency wishes to be cooperative.
Certain strategies may be effective in overcoming information-sharing barriers and fostering cooperation with outside agencies.
Certain strategies may be effective in overcoming these barriers and fostering cooperation with outside agencies, such as:
Some organizations have established formal written partnership agreements using a memorandum of understanding (MOU).
Some organizations have established these formal agreements using a memorandum of understanding (MOU).
One strategy for fostering cooperation with outside agencies is hosting or attending "seek to understand" meetings.
Hosting or attending “seek to understand” meetings.
A workplace safety manager offered police coffee and parking, then shared building plans and a campus map at a meeting. The report says these resources let law enforcement navigate the campus safely during an incident.
He introduced himself to the local police department and made coffee and parking spaces available for officers and their patrol cars
Over time, the organization established a strong relationship with law enforcement.
Over time, the organization established a strong relationship with law enforcement.
A newly hired workplace safety manager at a major corporation recognized the value of partnerships with local law enforcement.
A newly hired workplace safety manager at a major corporation recognized the value of partnerships with local law enforcement.
The workplace safety manager convened a meeting with officers, described the organization's mission and needs, and shared the building plans and a campus map with police.
The workplace safety manager convened a meeting with the officers, during which he described the organization’s mission and needs and shared the building plans and a campus map with police.
The shared building plans and campus map ensure law enforcement can safely and efficiently navigate the campus if an incident requiring law enforcement response occurs.
These resources ensure law enforcement will be able to safely and efficiently navigate the organization’s campus if an incident occurs that requires law enforcement response.
Making coffee and parking spaces available to officers encouraged police to visit the organization's campus more frequently.
which encouraged police to visit the organization’s campus more frequently
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