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Dealing with Negative Interactions in the Face of Workplace Violence and Harassment

Dealing with Negative Interactions in the Face of Workplace Violence and Harassment
"""Why should you develop a strategy for handling conflict?

We all prefer to believe that we are safe and secure at work, guarded against all types of aggression and violence. Violence, however, has the potential to occur anywhere humans interact. The suggestions in this article will assist in maintaining pleasant interactions between people, whether they be managers, supervisors, and subordinates, or employees and the clients, patients, patients, or students they work with or engage with. Understanding some fundamental verbal and nonverbal communication techniques as well as certain """"problem solving"""" techniques can assist avoid problems from starting or stop a small problem from becoming or spiraling out of control. Violence and harassment at work may begin with a single, minor event involving offensive language and conduct. Sometimes, these minor incidents can turn violent, either physically or emotionally. NOTE: In this publication, bullying and harassment are also considered forms of violence. For more information, please see the following OSH Answers documents: Occupational Bullying Internet abuse or harassment Workplace Violence and Harassment Family (Domestic) Violence and Harassment in the Workplace Legislation on Violence and Harassment at Work Workplace Violence and Harassment: Parking Lot Safety Workplace Violence and Harassment: Warning Signs Working Late: Violence and Harassment in the Workplace

What does the term ""verbal communication skills"" mean?

The method you talk to someone or other individuals is known as verbal communication. The words you select to use, as well as the tone and volume with which you employ them (for instance, loud or soft), are all part of verbal communication. When dealing with others, you ought to: Show the other person that you are interested in what they have to say by focusing your attention on them. When the other person is speaking, look at them. DON'T avert your eyes or act uninterested. Keep your cool. Be mindful of the manner in which you speak. Speak quietly, confidently, and slowly. Speak plainly. DO NOT use formal language or technical terms. Pay close attention. DO NOT interrupt or make unwelcome suggestions or judgments. Get the other person to start talking. NEVER tell them to calm down or relax. Be objective and keep an open mind. Apply quiet as a relaxing technique. Request the ability to take a few ""short notes"" so that you can remember the information. This communicates your interest. Inspire the individual to speak. Ask inquiries that will take a long time to answer in order to diffuse a tense situation. DO NOT tell the person to calm down or relax. Try to comprehend. Pose inquiries. Make things such, ""Please explain your angst to me.""

What exactly does the term ""non-verbal communication abilities"" mean?

You can communicate nonverbally by using things like your posture and body language. People can express themselves verbally and physically. Your body's position or use can either calm or worsen a situation. You ought to: Use a cool demeanor, including an open-handed, relaxed stance and an alert look. Put yourself at the other person's level. Instead of standing over them if they are seated, try bending down or crouching down. Give the other person enough room to move around, typically one metre (about 3 feet). Instead of standing straight in front of the other person, use a right angle position. But more importantly, avoid: Pose in an awkward position, as crossing your arms, pointing, gesturing, or putting your hands on your hips. glare or gaze, which could be taken as antagonistic.

How can you comprehend the other person's worries more fully?

Following are some pointers for comprehending another person's worries: To better comprehend someone's worries, attempt to put yourself in their position. Request their personal suggestions. To make sure you comprehend what they are asking of you, repeat back to them what you believe they are asking. Take constructive criticism in stride. Use phrases like ""you are probably right"" or ""it was my fault"" when a complaint may be accurate. Ask for more information if the critique appears unjustified. Be truthful. DO NOT make false statements or promises you can't keep. Be familiar with your organization's complaint procedures and apply them fairly. Remain professional and take the person seriously. Be respectful. Ask for small, specific favours – such as asking the person to move to a quieter area. Break a problem or an issue into smaller pieces and offer step-by-step solutions so that the person is not overwhelmed by the issue. Be reassuring and point out choices. It is important that you try to avoid escalating the situation. Establish ground rules if the unreasonable behaviour continues. Calmly describe the consequences of violent or aggressive behaviour. Suggest alternatives, and avoid giving commands or making conditional statements. If your situation involves punishment or sanctions (for example, you are an enforcement officer), and you feel that the situation is becoming very negative or escalating, do not proceed until you have back-up or the situation is safer. DO NOT Do not take sides or agree with distortions. Do not reject the person's demands or position from the start. Do not attempt to bargain with a threatening individual. If necessary, end the interaction. Do not make promises you can't keep.

How can you end a """"negative interaction""""?

It is important to know how to safely and effectively end a conversation or interaction before the situation escalates. Here are some tips: Interrupt the conversation firmly but politely. Tell the person that you: Do not like the tone of the conversation. Will not accept abusive treatment. Will end the conversation if necessary. Tell the person that you will ask him or her to leave (the building, your office, etc.) or that you will leave. If the behaviour continues, end the conversation. Ask the person to leave, or leave yourself. If the person does not agree to leave, remove yourself from the scene and inform your manager or supervisor immediately. Do not return to the meeting if you believe the person may be a physical threat. Tell other staff and have them leave the immediate area as well. Call security or your local police, as necessary. File an incident or occurrence report with your employer or designated person as part of the workplace harassment and violence prevention policy and procedures.

What if the interaction is a physical fight?

Whether you are a bystander, co-worker, supervisor, or manager, the first priority is to avoid getting hurt yourself or having harm happen to bystanders. Do not intervene in a physical fight involving others if you fear you will be injured or do not have the appropriate training. If there are weapons involved (including improvised weapons), call the police immediately. Get help or send a bystander, by name, for help. Help may include a company security officer or individuals who are trained in how to de-escalate physical situations. If your organization has a “code” system to call for help, use that code. If necessary, call police for assistance. Ask any bystanders to stand back. Use their names if you know them. If having an audience is encouraging the individuals to continue fighting, ask the bystanders to leave the area immediately. Verbally give the individuals specific instructions: Use a calm but authoritative voice. Do not use official language or complex terminology. Try not to yell. Use their names. If you do not know their names, identify the individuals by unique characteristics, for example “You in the red shirt...” Tell them what you expect them to do, such as: Please stop fighting. Fighting is against our violence prevention policy. John please go to the conference room, and Susan please go to the other meeting room. We will talk to each of you separately. Use the verbal and non-verbal communication tips listed above. Keep your distance. Defer to the organization’s policy and procedures instead of personal authority, for example, try “Fighting is against the rules. We need you to separate, and move to different rooms.” Explain what will happen next, such as the event will be investigated and that each person will get a chance to explain their view. If the individuals will not stop fighting, try splashing them with water or find another way to distract them so you can get their attention to provide verbal instructions. Do no criticize or demean the fighters as this action may be seen as a challenge. Do not take sides or favour one individual over another.

What can you do if you feel threatened?

Politely and calmly end the interaction in a non-threatening way, if possible. Know what back-up and advice (e.g. from a manager, supervisor, or a co-worker, security, or police) is available to help you when handling a difficult individual. Get help Send for security or someone trained in de-escalation techniques. Use a silent alarm. Use a pre-arranged code word. If you have threatened to call the police or security, be sure that you do."""
 

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"Dealing with Negative Interactions in the Face of Workplace Violence and Harassment" was written by Mary under the Cebu Language category. It has been read 39 times and generated 0 comments. The article was created on and updated on 23 November 2022.
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