Managing Threatening &
Disruptive Behaviors: Part 1
Understanding & Assessing the Threat
Gene Deisinger, Ph.D.
Commander, Special Operations Unit
Iowa State University Police
Presented for the:
Midwest Association of
Student Financial Aid Administrators
October 17, 2006
Gene Deisinger, Ph.D.
Ph.D., Counseling Psychology;
Licensed Psychologist;
Certified Health Service Provider in Psychology;
Certified Peace Officer;
Founding member, Iowa State University
Critical Incident Response Team
Hostage / Crisis Negotiator;
Crisis Intervention Team Leader;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 2
Workplace Homicide
1200
1100
1044
1074 1080
1000
1036
927
860
900
800
714
700
651
677
643
609
632
600
551
500
400
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
© Gene Deisinger, Ph.D.
October, 2006
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Workplace Assaults
1100000
900000
700000
500000
300000
100000
1996
1997
1998
1999
2000
Aggravated
© Gene Deisinger, Ph.D.
October, 2006
2001
2002
2003
2004
Simple
Slide: 4
Violence in the Workplace
Nationally Each Year (10 year Average):
 807 employees killed;
 1.75 million employees assaulted;
1.3 million simple assaults.
325,000 aggravated assaults.
36,500 sexual assaults.
 5-7 million employees threatened;
 12-15 million employees harassed.
Sources: Study by Northwestern National
Life Insurance Company and
The Bureau of Justice Statistics
© Gene Deisinger, Ph.D.
October, 2006
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Violence Defined
An intentional act of aggression directed
against another person that results in, or
is likely to result in, physical injury.
- J. Reid Meloy (2000)
Violence Risk and Threat Assessment
© Gene Deisinger, Ph.D.
October, 2006
Slide: 6
On-Campus Violence
Type of Violence
Murder
Forcible Sex
Robbery
Aggravated Assault
Arson
Injurious Hate Crimes
Illegal Weapon Arrests
2002
23
2350
2193
3070
1103
80
1243
2003
9
2609
2123
3026
1043
54
1199
2004
15
2649
2060
3009
1059
30
1354
Source: US Dept. of Education Office of Post-Secondary Education
© Gene Deisinger, Ph.D.
October, 2006
Slide: 7
Campus Violence
Violent Acts Experienced
Argument / Fight
Hurt / Injured
Threats of Violence
Ethnic Harassment
Physical Violence
Forced Sexual Touching
5
Unwanted Sexual Intercourse
Theft Involving Force / Threat
Percent
32
16
11
6
5
4
2
Source: 2000 Core Survey of 55,026 undergraduate students
© Gene Deisinger, Ph.D.
October, 2006
Slide: 8
Campus Violence
Experience While Drinking
Argument / Fight
Hurt / Injured
Threats of Violence
Ethnic Harassment
Physical Violence
Forced Sexual Touching 40
Unwanted Sexual Intercourse
Theft Involving Force / Threat
Percent
31
14
34
15
38
36
24
Source: 2004 Core Institute Survey of undergraduate students
© Gene Deisinger, Ph.D.
October, 2006
Slide: 9
Mental Health on Campus
Directors Perceiving Increase in:
Relationship Violence
Severe Psychological Problems
Sexual Assault on Campus
Self-Injury
Alcohol Problems
Other Drug Problems
Percent
41
78
31
39
48
39
Source: 2000 University Counseling Center Director’s Survey (N=248)
© Gene Deisinger, Ph.D.
October, 2006
Slide: 10
Mental Health on Campus
Centers Dealing With:
Obsessive Pursuit Cases
Hospitalization of Student
Student Suicide
Client Suicide
Warned 3rd Party @ Suicidal Student
Warned 3rd Party @ Danger to Others
Percent
65
91
29
10
73
24
Source: 2000 University Counseling Center Director’s Survey (N=248)
© Gene Deisinger, Ph.D.
October, 2006
Slide: 11
Violence in the Workplace
Violence can occur among:

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Supervisors;
Employees/staff;
Customers;
Vendors; or
Other community members.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 12
Workplace Violence - Types
 Type I: Criminal Intent;
 Type II: Customer / Client;
 Type III: Worker-on-Worker;
 Type IV: Personal Relationship.
Source: University of Iowa, Injury Prevention Research Center (2001)
© Gene Deisinger, Ph.D.
October, 2006
Slide: 13
Workplace Violence - Types
 Type I – Criminal Intent
Subject has no legitimate relationship to
the institution or its employees;
Primary motive is theft;
Deadly weapon often involved;
Greatest risk involves workers who:
–Exchange cash;
–Work late night/early morning hours, or;
–Work alone.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 14
Workplace Violence - Types
 Type II – Customer / Client
 The perpetrator has a legitimate
relationship with the organization;
 Perpetrator becomes violent while being
served;
 This category includes customers,
clients, patients, students, vendors, etc.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 15
Workplace Violence - Types
 Type III – Worker-on-Worker
 The perpetrator is a current or past
employee;
 The perpetrator threatens or attacks
fellow past or present employees;
 May be seeking revenge for what is
perceived as unfair treatment;
 Includes employees, supervisors, and
managers.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 16
Workplace Violence - Types
 Type IV – Personal Relationship
 Perpetrator usually has no legitimate
relationship with institution;
 Perpetrator has (or has had) a personal
relationship with the intended victim;
 May involve a current or former spouse,
lover, relative, friend, or acquaintance;
 Often motivated by perceived difficulties
in the relationship.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 17
Violence in the Workplace
 13,000 acts of violence against women in the
workplace are committed annually by
current or former male partners.
 Homicide is the leading cause of death for
women in the workplace.
Source: Northwestern National Life Insurance Company
© Gene Deisinger, Ph.D.
October, 2006
Slide: 18
Violence in the Workplace
 30% of workplace assaults are committed by
co-workers.
 However, fewer than 7% of workplace
homicides are committed by co-workers.
Sources: Northwestern National Life Insurance Company;
University of Iowa Injury Prevention Research Center
© Gene Deisinger, Ph.D.
October, 2006
Slide: 19
Who Commits Workplace
Violence?
 80% committed by males;
 40% committed by complete strangers;
 35% committed by casual acquaintances;
 19% by individuals well known to victim;
 1% by relatives of the victim.
Source: Bureau of Justice Statistics
© Gene Deisinger, Ph.D.
October, 2006
Slide: 20
Results of Violence at Work

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Psychological impairment;
Property damage and theft;
Reduced productivity;
Diversion of management resources;
Increased security costs;
Increased personnel costs;
Increased worker’s compensation costs;
Employer liability.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 21
Costs of Workplace Violence
 Approximately 500,000 employees miss
1.75 million days of work annually;
3.5 days lost per worker/per incident;
 $55 million in lost wages;
 $180 million in lost time and productivity;
 $13 billion in medical costs/year.
Source: Bureau of Justice Statistics
© Gene Deisinger, Ph.D.
October, 2006
Slide: 22
Legal Issues for Supervisors
Respondeat Superior – holds employers
liable for the actions of their employees.
If the employer knows or should know of
information indicating that a person
is at risk for committing violence,
the employer is responsible
for any violent acts that person commits.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 23
Legal Issues for Supervisors
Negligent Hiring & Retention - an employer has a
duty to maintain the health, safety,
and welfare of the workplace.
If employer knows, or should have known,
of harmful characteristics
and hires (or retains)
the person in employment anyway,
the employer is responsible
for any harm the person causes.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 24
Legal Issues for Supervisors
Duty to Warn / Protect - if an employer
has information that leads him or her to
believe violence may occur, the
employer must take action to warn or
protect the potential victim.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 25
Key Points about Violence
Violence (dangerousness) is a
DYNAMIC process not a static
event or a state of being.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 26
Individual Profile
 Male (80+%);
 White (75%) / Majority race (85%+);
 Age: Social violence:
15-24
School violence:
15-17
Workplace violence: 30-45
Stalking violence:
35-40
 Military / Weapons experience;
 Power & control oriented;
 Obsessed / Identifies with violence.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 27
Key Points about Violence
Workplace violence offender
profiles that are based on
demographic or static variables
are remarkably accurate,
and utterly worthless.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 28
Mode of Violence: Affective
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Intense emotion and expressiveness;
Violence is reactive and immediate;
Violence against perceived threats;
Goal is threat reduction (homeostasis);
Rapid displacement of target;
Reactions are time limited;
Primarily emotional and defensive;
Heightened and diffuse awareness.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 29
Mode of Violence: Predatory
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Minimal emotion or expression;
Violence is planned and purposeful;
Violence is targeted;
Goal are variable;
Minimal displacement of target;
Not time limited;
Often preceded by private ritual;
Primarily cognitive / attack;
Heightened and focused awareness;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 30
Key Points about Violence
Violence is the product of an interaction
among three factors:
 The individual who takes violent action;
 A setting that facilitates or permits
violence, or does not discourage it; and,
 Triggering conditions that lead the
subject to see violence as an option.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 31
Individual Warning Signs
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Carrying or brandishing a weapon;
Recently acquiring weapons;
Fascination with weapons;
Attempts to harm self / cries for help;
 Following or approaching targets;
 Bizarre or aggressive behavior;
 Desperation or reactivity;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 32
Individual Warning Signs
 Unexplained increase in absenteeism
 Decreased attention to personal hygiene;
 Resistance to change or reasonable limits.
 Over reaction to changes in policies or
procedures;
 Repeated violations of policies – pushes
limits;
 Personalizes decisions.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 33
Individual Warning Signs
 Statements indicating approval of the use of
violence to resolve a problem;
 Statements indicating identification with
perpetrators of workplace violence;
 Unusual interest in targets;
 Unusual interests in security;
 Threats of violence;
 Inappropriate communication with or about
targets.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 34
Individual Warning Signs
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Substance use (alcohol, stimulants);
Extreme changes in behavior;
Numerous conflicts with others;
Poor problem-solving;
Do not learn effectively from past behavior;
Depressed mood / withdrawal;
Paranoia / distrust;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 35
Inappropriate
Communications
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Extreme admiration or affection;
A special, shared history or destiny;
Admonishments to change lifestyle;
Religious/historical themes;
 Content that is disjointed, sinister or bizarre;
 The recipient being someone else;
 Mental illness: psychiatric care, medication;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 36
Inappropriate
Communications
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Threats of violence;
Death, suicide, weapons, destruction, etc;
Persons who have been attacked;
Persons who have carried out attacks;
Unpaid debts or entitlements;
Knowledge of Security:
Guards, access, keys, work practices;
 Stalking:
Surveillance, knowledge of activities;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 37
Threats
Direct
I’m gonna go home, get my shotgun
and come back here and blow
your f---in’ head off.
Indirect / Veiled
That guy over in Iowa City had the right
idea about how to handle people that
got in his way.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 38
Threats
Specific
I am going to kill you.
Conditional
If you don’t get me the aid I need,
I am going to kill you;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 39
Threats
First-Person
I am going to make you regret that decision.
Third-Party
My husband told me to tell you that you
better watch out, cause he is going to take
care of you for treating me like this.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 40
Evaluating Threats
Threats may increase, decrease or have no
relationship to violence
Some subjects who make threats ultimately
act on them;
Most subjects never act on threats.
Note: 68% - 90% false positive rate;
Many subjects who commit acts of violence
never make threats.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 41
Evaluating Threats
 Specificity:
 Time;
 Target;
 Place;
 Means;
 Motive;
 Consistency;
 Plausibility;
 Emotionality;
 Relationship between persons.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 42
Evaluating Threats
At eight o’clock tomorrow morning,
I am going to shoot that bastard in financial aid.
That is when he’s in his office by himself.
I have thought about this a lot
and he needs to pay.
I am sick and tired of the way he lords over
decent people he is supposed to help.
A few 9mm rounds in the face
ought to teach him the lesson.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 43
Dealing with Threats
Take threats seriously,
but be careful not to over-react.
 Be sure to investigate and follow-up on
credible threats.
 Consider threats in the appropriate context.
 Document your findings and actions.
 Notify Police / Security of concerns.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 44
Inhibitors to Violence
Where inhibitors outnumber risk-factors,
violence is unlikely.
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Interpersonal skills;
Connection to others;
Financial support systems;
Mental health resources (?);
Reputation;
Coping skills;
Perceived alternatives;
Healthy family dynamics/involvement.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 45
High-Risk Work Settings
 Chronic unresolved conflict;
 High volume of complaints;
 High rate of injuries;
 High perceived levels of stress;
 Authoritarian attitudes;
 Toleration of aggressive interactions;
 Unpleasant physical environment
 Persistent disrespect / devaluing.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 46
High-Risk Campus Settings
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Detached / isolated staff or students;
Inequitable discipline;
Inflexibility;
Pecking order/cliques supported;
Code of silence;
Unsupervised computer / lab access;
Copycat effect;
 Authoritarian & controlling attitudes;
© Gene Deisinger, Ph.D.
October, 2006
Slide: 47
Situational Risk Factors
 Exchange of money with the public;
 Work alone or in small numbers;
 Work late night or early morning;
 Work in high crime areas;
 Guard valuable property or possessions;
 Work in accessible community settings;
(e.g. taxi drivers, retail clerks, police).
© Gene Deisinger, Ph.D.
October, 2006
Slide: 48
Situational Risk Factors
 Work where alcohol or drugs are dispensed;
 High exposure to unstable or volatile
persons - (e.g. health care, social services,
criminal justice settings);
 Position involves deciding on benefits, or
controlling a person’s future, well-being or
freedom.
(Source: NIOSH)
© Gene Deisinger, Ph.D.
October, 2006
Slide: 49
Triggering Events
 Loss (real, perceived, or anticipated)
Job or income;
Loss of status;
Significant other;
 Perceived rejection;
 Perceived injustice;
 Ostracized by others;
 Health problems;
 Violation of a court order.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 50
Key Points About Violence
Violence is a process, as well as an act.
Careful analysis of violent incidents shows
that violent acts are usually the culmination
of long-developing, identifiable, trails of
problems, conflicts, disputes, and failures.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 51
Key Points About Violence
Perpetrators of violence engage
in a process of escalation.
 Most (over 75%) consider, plan, and prepare
before engaging in violent behavior;
 Most (over 75%) discuss their plans with
others before the attack.
Identification of the perpetrators “attackrelated” behaviors is critical.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 52
The Process of Violence
Attack-Related Behaviors:
Implementation
Preparation
Planning
Ideation
© Gene Deisinger, Ph.D.
October, 2006
Slide: 53
Key Points about Violence
Dangerousness is not a permanent state of
being nor solely an attribute of a person.
Dangerousness is situational & based on:
Justification;
Alternatives;
Consequences; and
Ability.
Source: Gavin de Becker
© Gene Deisinger, Ph.D.
October, 2006
Slide: 54
TAM Process: Assessment
Systematic approach to:
 Identify subject(s);
 Identify target(s);
 Determine risk of violence;
 Identify potential management strategies.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 55
Why a Systematic Approach?
Provides a legally defendable position:
 Ensures fairness;
 Ensures consistency;
 Ensures thoroughness.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 56
TAM Process: Management
Implement plan to diminish risk;
 Decrease access to target;
 Maintain channel of communication;
 De-escalate subject; or,
 Contain or control subject.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 57
Key Points about Violence
Victims are much more interested in
THREAT MANAGEMENT than in
Threat Assessment.
© Gene Deisinger, Ph.D.
October, 2006
Slide: 58
Key Points About Violence
 Involves a spectrum of behavior;
 Is a dynamic and situational process;
 Results from the interaction of factors;
 Behavior is influenced by environment;
 Is best understand within a context;
 People exhibit multiple warning signs;
 Trust your intuition until proven wrong!
© Gene Deisinger, Ph.D.
October, 2006
Slide: 59
For More Information:
Gene Deisinger, Ph.D.
Commander, Special Operations Unit
Iowa State University Police
Room 168, Armory Building
Ames, IA 50011
Phone: 515-294 - 4529
Email: [email protected]
© Gene Deisinger, Ph.D.
October, 2006
Slide: 60