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Responses to Workplace Violence Post 9/11:
What Can Organizations Do?
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Workers and workplaces have been and likely will continue to be targets
of terrorism. The violent events of September 11 and the more subtle,
though no less fear-engendering, anthrax assaults on the workplace that
have followed, pose tremendous challenges to both employees and employers.
How employers respond to such events and prepare for future ones will have
critical consequences for the health and well-being of both their
employees and their organizations. At this critical juncture, there are
actions employers can undertake to help minimize and ameliorate the
psychological impact of terrorist violence.
LEADERSHIP
Examples of good (and poor) leadership abounded in the days and months
following September 11. Leaders at all levels of the organization exert
profound effects on employee well-being and motivation. The most effective
leaders are visible, convey a sense of hope and optimism while being
realistic, and are calm and calming, all the time communicating both what
is known and what is not known. Successful leaders also involve their
employees in developing disaster and recovery plans and profoundly affect
outcomes when they ensure that organizational supports are in place and
that they themselves are accessible, supportive and empathic.
Organizations must offer leaders at all levels access to training,
development opportunities and resources to facilitate leadership
actions.
Two examples of positive leadership are:
- New York Mayor Rudolph Giuliani was a visible presence while
providing hope and honest information.
- After speaking about the troubles facing the CEO of American
Airlines announced that "But better days are coming. I strongly believe
in the future of American, so much so that late last week I bought
40,000 shares of AMR stock on the open market." He also reminded callers
to their 1-800 number of the need to respect diverse people and
groups.
UNCERTAINTY
Uncertainty is a feature of modern organizations. People in both
private and public sector organizations are experiencing markedly
increased uncertainty because of the threat of terrorist events. Personal
safety and security, which were formerly taken for granted, have been
eroded. This is of a real concern for both the individual employee and for
the organization, as, because research has shown that uncertainty is
linked to employees' physical and psychological problems, and to poorer
organizational performance. Leaders must, therefore, do all within their
power to convey useful and timely information-including what is not known.
Effective leaders communicate information that is specific, avoiding
ambiguous messages that convey little information but may spread
uncertainty and panic. Useful information reduces uncertainty, and must
be shared with all individuals in the organization, regardless of their
position.
- At the American Psychological Association in Washington, D.C., the
mailroom was shut until more accurate information was available about
anthrax.
- At one office of a federal agency, even while waiting for the
results of an environmental analysis, a senior official offered
employees the opportunity for voluntarily screening to provide accurate
information about their health after an anthrax scare.
PLANNING
It is vital to plan. Although most organizations are unlikely to
directly experience a terrorist action, developing a response plan for
such an eventuality is important. Employees from all levels of the
organization should be involved. The most effective plans involve specific
role assignments, continual communication, rehearsal, reevaluation, and
effective mechanisms for reporting information. Written plans for dealing
with workplace violence and disasters have proven effective. Effective
plans also limit liability. Involving employees in emergency planning
is critical to foster a sense of control, which is essential for employee
well-being and productivity. Encouraging employees to establish back up
plans for themselves and their dependents could further enhance
well-being.
- Children's Hospital in Washington, DC, developed a mass catastrophe
strategy to ensure the hospital could be self-sufficient for five days
which includes stockpiling medications and bottled water, and going into
total lock-down mode ("Code Purple") when the ventilation systems are
turned off.
- The American Psychological Association, located blocks from Capitol
Hill in Washington, DC, had an existing disaster plan that was activated
during the disasteron 9/11. Immediately thereafter, the plan was
reviewed, modified to ensure that it was appropriate for new types of
threats, and disseminated widely.
COMMUNICATIONS
Good communication reduces uncertainty and harmful rumors. During
organizational crises, good communications at all levels are even more
important to help employees reduce fear, anxiety, and feelings of being
out of control. Employers must foster an atmosphere in which two-way
communication is valued. They Employers need to provide frequent, full,
specific and up-to-date information regarding the crisis. Employers must
also encourage employees to approach management to ask questions, share
concerns and information, and offer suggestions and solutions, by
establishing both formal structures and processes to facilitate on-going
communication, as well as opportunities for informal communication.
Employers should use multiple communication channels, which could
include leadership forums, special staff meetings, emails, telephone
trees, internal websites and one-on-one interactions.
For example, immediately following the 9/11 attacks:
- The CEO of American Airlines personally recorded the message that
was played to employees who called the 1 800-number; through regular
voice and emails from the CEO and CPO, Cap, Gemini, Ernst and Young gave
regular updates on other personnel.
- First Tennessee National Corporation provided all employees with a
number of resources through corporate emails, Intranet, newsletters, 1
800-call centers and various employee assistance programs (EAP) to cope
with the tragic events.
- The Money Group and Advest through their corporate Intranet site
provided on-line resources to help employees cope with the tragedy;
their intranet site included information staff could use to help their
children. They also gave the names and addresses of other organizations
accepting donations, updates on donating blood, and opportunities for
volunteering.
SUPPORT
Work-related support limits the consequences of exposure to
work-related stress. When people take care of people, and respect and
respond to each others' needs and feelings, both they and the organization
are better off. Support can range from listening to people's concern and
fears about themselves and their loved ones, to recognizing unique
individual needs for recovery from unusually demanding tasks, to providing
for practical needs such as food and transportation. Being flexible about
how and when work gets accomplished also helps create a supportive
atmosphere. Professional Mental health counseling from a qualified
professional should also be made available and encouraged, but should not
be mandatory. A wealth of research shows that a supportive work
environment enhances health and well-being, especially during times of
crisis.
For example, immediately following the 9/11 attacks:
- Adecco immediately established centers where displaced workers could
receive free training, career counseling, and placement.
- Cap, Gemini, Ernst and Young found emergency housing for all
displaced New York workers and their families at company expense.
- With assistance from its EAP, Vivendi Universal made counselors
available on site to provide one-on-one sessions. Handouts about how to
help others with grief, bereavement and dealing with stress were made
available to all employees.
CONCLUSION
The challenge to leaders and to the work environment is huge, but not
insurmountable. If corporate leadership can take on this challenge, this
crisis may provide an unprecedented opportunity not only to repair the
damage but also to create workplaces more committed to employee health
and, to individual and group productivity than ever before.
This document was prepared by the APA Task Force on Workplace Violence.
For more information, contact:
APA Public Interest Directorate
(202)
336-6050
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