A matter that concerns us all!
Definitions
ConfliCt
CONFLICT OR VIOLENCE?
It is important to differentiate violence from conflict, which often occurs in the workplace. When there is CONFLICT, it means there is the possibility of dialogue among the parties and therefore probably a resolution. Everyone has the opportunity to participate in the dialogue and help resolve the dispute.
Insidious by nature, violence can take various forms and sneak in through the back door almost imperceptibly. Often only one person or party involved in an incident of violence is able to exercise his or her right to self-expression. This deprives the other individual or party of the opportunity to give his or her version of events, discuss the issue, and take part in the problem-solving process.
RISK FACTORS
WHAT DO WE MEAN BY “RISK FACTORS”?
Seen from the standpoint of primary prevention of workplace violence, which targets the risk factors associated with how work is organized, we are increasingly recognizing the existence and importance of what are called psychosocial work constraints. Much like the risks found in the physical environment (e.g. noise and vibrations, chemical products, and dangerous machinery), psychosocial work constraints can have adverse effects on workers’ health.
These psychosocial work constraints actually correspond to aspects of work organization that are known for their pathogenic impact on worker health.
Four constraints are particularly critical:
| Workload (psychological demands) | Decision latitude | ||
|---|---|---|---|
Refers to:
| Examples of problems that can affect workers:
| Refers to:
| Examples of problems that can affect workers:
|
| Social support | Recognition at work | ||
From:
| Examples of problems that can affect workers:
| Different ways of rewarding or recognizing efforts:
| Examples of problems that can affect workers:
|
MANAGEMENT RIGHTS AND VIOLENCE
MANAGEMENT RIGHTS OR VIOLENCE?
The exercising of authority by a superior sometimes means taking actions that may be seen as unpopular by workers or be misperceived by the person targeted. Yet it goes without saying that the person in authority has the right to impose sanctions, such as issuing a reprimand, but with no intent to harm a person’s psychological or physical integrity.
Violence stems from abuse of this authority out of perversity in order to adversely affect the person at the receiving end.
On its Web site, the Commission des normes du travail (CNT) provides video capsules showing concrete examples that distinguish between harassment, conflict, and management rights.
CNT video capsules (In French)
HARASSMENT
PSYCHOLOGICAL HARASSMENT
According to the Commission des normes du travail du Québec (section 81.18 of the Act respecting Labour Standards, R.S.Q., c. N-1.1), psychological harassment is defined as follows:
A single serious incidence of such behaviour that has a lasting harmful effect on an employee may also constitute psychological harassment.» |
In summary, for psychological harassment to be established, the four elements of the definition must be present:
- vexatious behaviour that is repeated or serious
- hostile and unwanted conduct
- affects the person’s dignity or psychological or physical integrity
- a harmful work environment.
SEXUAL HARASSMENT
The Bureau d’intervention en matière de harcèlement of the Université de Montréal defines sexual harassment as follows:
[unofficial translation] Sexual harassment may encompass the following in particular:
To learn more, visit http://www.harcelement.umontreal.ca/services.htm |
The Chair in Occupational Health and Safety Management (CGSST) talks about three degrees of sexual harassment:
To learn more http://www.cgsst.com/fra/accueil-chaire-gestion-sante-securite-travail.asp |
PrEvention
This process falls under primary prevention. To clearly differentiate primary prevention from secondaryand tertiary, prevention, here are definitions of the three types of prevention.
PRIMARY PREVENTION: ELIMINATING RISKS AT THE SOURCE
The aim of primary prevention is to prevent the emergence of violent situations. In particular, it implies making changes in the work environment and administrative processes. Primary prevention efforts are essential for effective, sustainable prevention.
Examples of primary prevention stratégies:
- Putting in place prevention structures and procedures such as:
- adopting a violence prevention Policy
- introducing and applying a complaint handling procedure
- creating a violence prevention committee or appointing a prevention coordinator
- developing a code of ethics for the organization, depending on needs
- Changing the work environment and organizational dynamics by, for example:
- reducing sources of stress and pressure in the workplace
- improving communicatio
- adopting democratic, participatory management practices
- promoting recognition in the workplace
- encouraging free expression among employees and taking their viewpoints into account.
 |
Primary prevention strategies are those least often used by organizations because they require time and energy and their effects are only felt over the longer term. Yet they are essential because they produce the most sustainable results. |
SECONDARY PREVENTION: FOCUS ON INDIVIDUALS – PREPARATION
Secondary prevention focuses on individuals rather than organizations. Rather than targeting the sources of violence, it seeks to reduce consequences for individuals by helping them to recognize difficult situations more clearly and to manage such situations. The individual is thus better equipped to handle the violence.
Examples of secondary prevention stratégies:
- Disseminating information on workplace violence
- Training all employees (emphasizing the importance of the subject and severity of the impacts)
- Distributing documents confirming the employer’s commitment to preventing harassment and presenting the means available for this purpose
- Identifying contact persons who can provide information on available resources
- Developing managers’ and employees’ skills in managing difficult situations
- Offering training on conflict resolution, crisis management, etc.
Secondary prevention essentially has short-term effects because it tackles only the consequences of the violence, not the source. It must therefore by accompanied by primary prevention stratégies.
TERTIARY PREVENTION: FOCUS ON INDIVIDUALS – SUPPORT MEASURES
Tertiary prevention aims at helping individuals recover from the impacts of violence. It includes the support and assistance offered to persons affected. Tertiary prevention efforts seek to prevent such situations from both worsening and recurring. Thus, even if they consist of support measures, they are regarded as a form of prevention.
Examples of tertiary prevention stratégies:
- Offering support to individuals who are experiencing difficult situations (e.g. peer support and mutual support networks)
- Offering a mediation service in cases where there has been a deterioration in interpersonal relations
- Offering psychological support through an employee assistance program (EAP)
- Offering a return-to-work program
- Offering support, and if need be, training (for example, on management strategies or on discourtesy at work) to the perpetrators
- Sanctioning, if need be, the perpetrators by following standard management practices
- Relocating the victims of the violence if there are no other solutions.
Violence
The International Labour Organization (ILO) defines workplace violence as “any action, incident or behaviour that departs from reasonable conduct in which a person is assaulted, threatened, harmed, [or] injured in the course of, or as a direct result of, his or her work” (International Labour Office , 2003).
For the purposes of the process proposed here, we have retained three types of violence that are recognized as posing major risks for worker health:
- psychological harassment
- sexual harassment
- physical violence
The International Labour Office is the secretariat of the International Labour Organization.