The bulletproof office.

The Chicago Tribune christened it "The Age of Mean." While social etiquette struggles with bad table manners, "road rage," shock locks and bathroom humor, we struggle with zero job security, not being able to trust anybody extended beyond what's realistic during waking hours. Festering among us is the organizational misfit. Resentful and isolated, he chews over some injustice, imagined or real. He is "that quiet guy," the one we usually avoid. And, he writes his own mission statement.

One steamy August day in 1986, postal employee Patrick Sherrill, 44, walked into the U.S. Post Office in Edmond, Okla. Inside his mail pouch were three guns and 100 rounds of ammunition. Sherrill killed 17 coworkers and himself in 10 minutes. Why? What cracked inside Sherrill's skull? Speculation ranged from post-traumatic syndrome to a poor performance review. Eleven years later, we still don't know. Sherrill had lived on the same street for 20 years. He used the words "thank you" and "please." A former neighbor shrugged. "We live in a time when we want quick answers. And since he's not alive, we don't have to come up with the right answers."

Software technician Richard Farley was 36 when he joined Electromagnetic Systems Labs (ESL). There, he met Laura Black, a 22-year-old electrical engineer. For the next three years, Farley deluged Black with 200 letters. He trailed her everywhere. Human resources instructed Farley to stop and to seek psychological help. When the harassment continued, ESL fired Farley. He lost his U.S. $36,000 job and two houses. The U.S. Internal Revenue Service was after him. He wrote Black in November 1987. "You cost me a job, 40 thousand in equity taxes and a foreclosure. Yet I still like you. Why do you want to find out how far I'll go?" In February 1988, Black finally got a temporary restraining order against him.

In mid-February, Farley approached his ex-employer's building, clinking with 100 pounds of weaponry. At the entrance, bullets shattered glass. En route to Black's office, Farley killed seven and wounded another four. He shot Black twice. Although her injuries were serious, she stayed alive. Farley's siege lasted five hours with a SWAT team. When apprehended, he expressed no shame. Incredibly, Farley seemed almost gleeful. Three years later, in November 1991, a jury recommended the death penalty. Richard Farley had no prior criminal record whatsoever.

Trends, Theories and Causes

Work-place violence accelerated in the 1990s, after a dip in the 1980s.

On an average working day, three people will be murdered on the job in the U.S. One million workers are assaulted and more than 1,000 are murdered every year, according to the U.S. National Institute for Occupational Safety and Health. Homicide is the second highest cause of death on the job, after motor vehicle accidents. That translates into three cases for every 10,000 workers, confirms the U.S. Department of Labor. in 1992, 111,000 incidents of work-place violence cost employers and others an estimated $6.2 million.

Who's most at risk? Those with close public contact: police officers, security guards, health care workers and retail employees. The most dangerous occupation is that of the taxi driver. These workers are subjected to robbery, unstable customers, an ambush in the emergency room. Violence increases with these variables: exchange of money, guarding valuable property or possessions, working alone, graveyard shifts. "Employee-gone-amok" incidents snare more headlines, but the biggest casualties are overlooked.

In an environment that begets sociopathic behavior, people can no longer cling to "It can't happen here." Violence's random squeeze can happen to anyone. Anywhere. Any time.

Michael Kelleher, author of three books on the subject, concedes the "whys" are diverse. "In short, the causes tend to fall into broad categories, such as (1) personal and familial, (2) work place related, and (3) societal. The growing impersonality of the. work place contributes to a propensity for. violence. However, it is not the sole cause."

More than 1,000 studies, including a 1972 U.S. surgeon general's report and a 1980s' report by the U.S. National Institute of Mental Health, show a relationship between media violence and aggression. One University of Washington researcher says television violence plays a role in about half of all U.S. murders. By the time a child reaches 18, he or she will have viewed 200,000 acts of violence on television. George Gerbner, Ph.D., at the University of Pennsylvania, confirms that children's TV shows contain roughly 20 violent acts per hour.

Two Canadian towns became a "proof-of-concept" in the early '70s. One town had access to television. Blocked by a mountain range, the second town didn't. Researchers from the University of British Columbia compared aggression levels in first and second graders. Once the "mountain town" finally got television, hitting, biting and shoving increased - by 160 percent. University of Michigan psychologists, Leonard Eron, Ph.D., and Rowell Huesmann, Ph.D., have analyzed the viewing habits of children for decades. Watching TV violence is the single factor most closely associated with aggression - more than poverty, race or parental influence. According to Eron, "the only people who dispute the connection between smoking and cancer is the tobacco industry. And the only people who dispute the TV and violence connection is the entertainment industry."

Be Prepared.

Violence engulfs an organization like the tentacles of an octopus. Virtually every division and employee is affected. The tragedy of the dead or injured shatters one's personal security. Suddenly, life requires an extra look over the shoulder. Operations go into a state of paralysis. Property damage may exceed six figures.

Then comes the last thing anyone needs: An onslaught of reporters and minicams. Besieged, the company scrambles to prepare a public statement. Management argues over the content. "There's probably going to be lawsuits," says the CFO. "They'll try to prove we were negligent."

"We'll lose clients to competitors." says the marketing vice president.

Back at her desk, the editor of the internal newsletter thinks, "We've got to keep the faith of our employees. What do we tell them?"

If handled improperly, people will lose confidence in the company. Litigation will get nastier. Employees will leave. Clients will not return calls. Sales begin to plummet.

Violence is an aberration. It is random and unpredictable. Companies can, however, be prepared.

Companies Should Look Inward.

Employees today have a low threshold for executive arrogance. Rigid, authoritarian management styles alienate workers. Inconsistent supervision is unsettling. So, make an attempt to flush out bad supervisors and sloppy practices. The most innovative companies ask employees to rate supervisors, not vice versa. Such feedback reveals an honest look at the manager's strengths and weaknesses - while also enlightening the manager. Finally, educate supervisors on conflict resolution. Role-play a confrontation and devise several approaches to resolve it.

Employees are not sheep. They should be clear on how their jobs fit into the organization. Not allowing employees to be a part of decision making will make them feel undervalued. They will feel like they are a rote assembly line, and that your "teamwork" mission statement is lip service, not reality. Probe all facets of your organization. Are there any "trouble pockets"? Is a supervisor intimidating employees, rumored to rifle through employees' desks when they're not there? Do bickering or hostile employees continually get away with it? These situations become a hotbed for potential problems.

Foster a Fair, Respectful Work Environment.

We may be submerged in technology, but we are not machines. People thrive on warmth, acceptance and accomplishment. Managers, be considerate. Follow through on promises. Take the time to listen to your employees. Ask about their families and encourage their ambitions. Be the example for open communication. Hear complaints and concerns in a non-judgmental forum. Offer constructive feedback. Address every incidence of belligerence, intimidation or threat. Teach employees how to reduce conflict.

Form a Crisis Team.

Most companies have a disaster recovery plan. A violent incident is a disaster and must be handled carefully. Start by appointing a crisis team, the springboard to your entire program. Designate a representative from these groups: management, human resources, PR/communication, facilities and employees. If there is not already an internal function, enlist an outside attorney and psychologist. In selecting the team, look for people with proven crisis management. Choose the trustworthy, those with backbone and composure. Being able to keep confidentiality is very important. Leaks will inflame rumors and increase panic. Finally, the crisis team should report to top management. A CEO's authority will overcome any organizational red tape during a crisis.

Design a Work-Place Violence Program (WVP).

Experts caution: Write a plan now rather than later. Knee-jerk responses after a violent incident can backfire. If violence strikes, emotions will run high. The structure of a well-thought-out plan will lessen the risk factor.

State that your company has zero tolerance for work-place violence, as it would for sexual harassment or racial discrimination. This paves a path to imposing disciplinary action. Specify policies and procedures. One natural home for your work-place violence program would be in the personnel manual. Tell employees what steps to follow if they become a victim of violence or if they are threatened. Hold anti-violence seminars.

Include real-life examples and how organizations coped. Have an insulated, anonymous way for people to report suspicious incidents or persons. Familiarize yourself with local laws. Investigate whether you can obtain a temporary restraining order, for instance.

Include contingency responses in your WPV program. Anticipate that the violence will escalate. Rate the level of severity and risk. Explore every possible scenario. Create an emergency contact list. Keep an accurate record of injuries, illnesses, accidents, assaults, corrective actions and employee histories.

Think in terms of the operation. Identify your facility's most "exposed" locations. Your most vulnerable employees are those with front-line contact, such as receptionists. Help protect them. Have a security expert make recommendations about those areas and heed them.

Get Help for Troubled Employees.

Once a worker has been identified as being potentially violent, offer immediate counseling. Or arrange to have the employee see a company-retained psychologist, if no employee assistance program exists. Getting help lessens the employee's fear of disciplinary action and lowers the possibility of a strained confrontation. Also, provide transition assistance to those leaving the organization. One cautionary note comes from work-place violence expert Joseph Kinney. Don't assume the potential for violence happens right after a firing. Some people do a slow burn. "In a 1994 case, a terminated employee killed a vice chairman of a $6 billion company eight years after he was fired," says Kinney.

Pre-screen Employee Candidates.

Pre-employment screening, or background checks, used to be a rite of passage only into the U.S. Federal Bureau of Investigation or Central Intelligence Agency. Today, companies are doing more than the cursory reference call. They're contracting vendors to do drug tests and check for criminal records. Legal advisors urge companies to screen candiadtes. Otherwise, the company is vulnerable, from both a physical threat and legal perspective. "Lawsuits involving claims of negligent hiring are among the fastest growing areas of civil litigation," says security consultant Robert Gardner, C.C.P., in "Preventing Workplace Violence: Management Considerations."

"Fortress" Your Facility.

Many companies have deployed a badge-access system, where employees brush an identification card across a magnetic sensor to enter doors and elevators. Others require employees to sign in and out with security guards.

Evaluate the physical layout of the premises and security measures. Public places such as hospitals and government buildings should install metal detectors and alarm systems. Floors and stairwells should be brightly lit. Have at least two exits on each floor. This will allow easier escape in case of danger. Move potential "weapons" such as scissors and paperweights from the reception area, out of casual reach. Conduct monthly security surveys of your facility. Review after-hour logs. Identify possible hiding places and unauthorized entries. Secure them.

Employee Protection after Hours.

Usually, an organization has no legal responsibility to protect off-duty employees. Reconsider, however, the company executive or an employee who is the subject of a work-related death threat. Should a violent act happen, inadequate protection could result in liability for the organization.

If Something Happens, Deal with It.

Acknowledge the event happened to employees and customers. Outline the steps the company is taking. People will take comfort in seeing someone take command. Doing nothing, or being silent, undermines the authority of senior management. Things could even escalate. Likewise, acting too quickly could prove foolhardy. Know the facts. A thorough debriefing will help minimize the havoc from lawsuits.

Above all, remember your employees. They will be anxious and numb. Frightened employees will not be productive following a violent incident. Offer a "down day" for employees to recoup. Reassure them that counseling is available. Talk to staff about their feelings. Avoid blame. Just as people need to grieve, organizations need time to heal after a traumatic event.

Conclusions.

One theory behind workplace violence comes from science. A physicist likens work-place violence to the quantum mechanical model. Particles are part of a larger energy. When the particle is isolated and not part of the energy, it turns against it. Our human world is a huge energy pool. When individuals become disconnected from the "whole," they react. People cannot tolerate feeling invisible.

Small towns feel the wrath of workplace violence as much as cities. Recently, Carl Drega, 67, went on a three-hour rampage in Colebrook, N.H., a homespun tourist town close to the Canadian border. Drega began shooting in a grocery store. His rage was traced to a judge's ruling over a property dispute. The judge was killed, along with two state troopers and the local newspaper editor.

Is ours the rougher road? Does our stress exceed that of previous generations, and give us a convenient excuse for incivility? Imagine the settler headed into unexplored terrain. No electricity, no telephone, no chlorinated water. No modern medicine to restore wounds or cure a fever. They had their share of cattle rustlers and thieves. Yet somehow we can't picture homesteaders making obscene gestures from their covered wagons.

According to Michael Kelleher, the answer is shared purpose. "Settlers had a clear sense of their personal destinies. They had more direct control over their lives and knew that cooperation ensured survival. That's been severely diminished, or is now virtually absent for most workers. Yes, we have become more isolated by virtue of the complexity of our lives and the intense work-place competition. We also have developed into an environment of economic.'haves' and 'have nots.' The opportunities to prosper are not nearly as universal as we believe. These pressures can lead to frustration, disappointment, anger, and eventually, violence. Our indifference may be a means of coping with the intensity, competition and uncertainty of our lives."

Communication consultant Patrick Williams, a well-known voice within IABC, talks about a focus group he conducted. "The topic of on-site day care came up," says Williams. "A young woman opposed employee financing of it. She said: 'What do I care about the child of a stranger?' Perhaps the reason behind work-place violence is that we have lost the sense that we are all children of strangers, and at the same time, 'all of God's children,' in Dr. Martin Luther King's words. As we work through the end of the century, I hope we can have a renaissance of community."

TROUBLE AHEAD?

Author Joseph Kinney contends that perpetrators of work-place violence do not fit a standard profile. He advises to focus on behavior, not characteristics. However, based on previous acts of violence, some experts have identified "warning symptoms." These include:

* middle-aged male

* loner 

* usually quiet, with defiant outbursts

* emotionally unstable; erratic behavior

* pathological blamer and complainer

* always frustrated

* strained work relationships

* reduced productivity

* ignores procedures

* excessive tardiness or absences

* undergoes a dramatic personality swing

* changes in health or hygiene

* feels victimized

* makes threats

* fascination with weapons

* exhibits paranoia

* seems depressed

* is a "Hate Group" member

* dependence on alcohol or drugs

* is involved in a troubled, work-related romantic situation

The violence-prone may view these situations as events to justify a violent response:

* performance counseling sessions

* disciplinary actions

* termination

* passed over for a promotion

* criticism from coworkers

* failed or spurned romance

* personal crisis, e.g., divorce

RELATED ARTICLE: IABCers Talk About WPV(*)

* Sandra Anderson/senior writer [e-mail]

'Violence reflects the polarization of society into the 'haves' and the 'have-nots.' Television and the mass media simply reflect that disparity. Can you foster morale through an employee newsletter? Perhaps. Humor and honesty might be a starting point ... providing a 'no B.S.' look at the company reality ... plus a forum for discussion of problems and solutions. In our organization, morale is everyone's issue.'

* Rebecca Kindall Nelson/com. assoc. [e-mail]

'We regularly feature employees who hare received commendation for going above and beyond the call of duty in simple ways. For example, helping someone from another floor with a broken copier, and running bark and forth with steaming water to help people get into their iced-up cars.

It is part of an overall effort to build a respectful work place. we've started a column that focused on the development of a skill needed in order to construct an environment in which every employee is esteemed and esteems others.'

* Patrick Williams/comm. consultant [e-mail]

'T.S. Eliot once observed that the decline of religious belief would be obvious when people went out in public and started killing each other. At the time, the idea seemed absurd. Now, I'm not so sure. People naturally define themselves through work. When this instinct is frustrated, it will surface in sub-human behaviour, or violence. I think people have lost a sense of purpose in work, for much the same reason they're lost their sense of identity outside work. It's a case of consumerism and superficiality triumphing over spirituality.'

Cheryl O'Donovan recently launched her own communication consulting firm, O'Donovan Creative Consulting, Schaumburg, Ill. Reach her at [phone].