Conflict Management

Conflict Management Managing potentially violent situations by K SammutHenwood Registered Forensic Psychologist

The problem of violence in our society is misunderstood, mishandled, and increasingly problematic (Karon, 1969).

Most studies in forensic psychology suggest that violence is a learnt behaviour (through reinforcement schedules, conditioning and modelling) where the act of being violent has proved to work in helping the aggressor deal with life circumstances. • Violence cannot solely be equated with angry explosiveness. There is a shape and form to violence. Even patterns of destructiveness show consistency, and they vary reliably from person to person. It seems to reflect a purpose, and it implies the presence of hidden (if perverted) meanings.

The paradox of anger • Anger leads to empowerment and is used as an attempt of establishing control • However paradoxically – it could lead to an outburst and puts one in a mode of dyscontrol due to eruption of turbulence and chaos – in turn being out of control is inherently anxiety arousing.

General characteristics of violent people • Poor coping skills • Inability to correctly identify sources of stress - poor cognitive appraisals • Low frustration tolerance • Past reinforcement for violent behaviour • Intoxication

This is worsened if • Overcrowded environments - hot and high client turnover • Lack of physical restrictions to movements • Lack of structured activity for clients • High pay-offs for violence (NB depends on client’s perception) lack of sanctions

Victims of assault • Tend to older and smaller in size • Uniformed staff at a greater risk • Authoritarian behaviour • Staff demanding activity or imposing sanctions

Conflict management • Context – employer responsibilities and it s consequences to the staff. • Avoiding conflict– the John Wayne Syndrome • Controlling conflict– recognising the cycle of violence and de-escalation techniques • Escaping conflict – break away techniques

Context of violence When dealing with people coming from certain populations it is important to be: • Aware of the environment and potentially difficult situations • Learn what upsets people in general and those that are specific to the client. • Learn skills of reading verbal and non-verbal behaviour that in most cases would be idiosyncratic to the particular individual thus identifying baseline states. • Monitor one’s own verbal and non-verbal behaviour

Consequences of conflict and violenceTo a member of staff • Serious physical injury • PTSD • Fear of further assaults • Unemployment or early retirement

To colleagues • Anxiety • Stress related illness • Low morale • Lack of job satisfaction

To the organisation • Absenteeism/need for cover • High staff turnover • Low productivity • Poor industrial relations

Framework for conflict management • AVOID • CONTROL • ESCAPE

AVOID • Avoid potential conflict by assessing risks • Be prepared • If necessary take action before meeting the client

CONTROL • Control the potential for conflict in what you say • Read non-verbal cues • Recognise the cycle of violence • Use de-escalation techniques

ESCAPE • Escape from violence by terminating the task at hand (e.g. The interview) when you judge it to be unsafe • Raise the alarm • Use break-away techniques

John Wayne Syndrome – Problem Attitudes (Davies, 1992) • I know how his mind works he will always back down in the end • Give people an inch and they will take a yard – they must not get away with anything • I’ll lose face if I run away • I can’t tell my supervisor I am afraid of this person, she’ll think I can’t do my job • I know it’s nearly Friday tea time but its my job to tell him he is high risk • NB its not events that trigger violence but the interpretation and belief systems of the actors

Cycle of escalation of violence • There are great similarities between anger and anxiety arousals both would lead to the release of adrenaline, hyper-vigilance, aggressive staring/forced attentiveness, rigid posture/frozen posture, hostility/lacking animation, unreasonable/unable to reason, disjointed speech/faltering speech. • It is important to keep yourself calm and be aware of the potential to conflict like threatening body language. Angry thoughts e.g. he won’t give me parole

Davies (1992) 3-step model of de-escalation • Calming– displaying empathy, show concern, interest and involvement. Paraphrase the client’s grievances. Legitimise his feelings. • Problem-solving– clarify the nature of the problem, depersonalise the issue and your own part in it, generate potential solutions, evaluate the best course of action. • Summarising– praise the client for finding options, describe what has been decided, be clear about the division of responsibilities between yourself and the client.

Other miscellaneous de-escalation techniques • Signal non-aggression e.g. sit back, move slowly and appear interested • Firmly request the behaviour to stop • Remove any sense of urgency • Show you are considering both sides of the argument • State how you would feel in their position

Use self-calming techniques • Tell yourself to stop and relax • Concentrate on breathing more deeply and exhaling more slowly • Continue at a consciously slower pace and relax your face, mouth and jaw

Controlling the potential for conflict • Threatening body language • Invasion of personal space – if there is room move back from them • Touch – avoid giving or receiving touch as it is easily misinterpreted • Direct body positioning – always turn so that you are more sideways (easier to defend and is viewed as less threatening)

Controlling the potential for conflictpart II • Eye contact – avoid a staring match however it is important that some eye contact is established • Facial expressions – be aware of these as they are a very good indicators of person’s moods regardless of the verbal expression • Smiling and nodding are useful tools since they build rapport but need to be used carefully as they might be interepreted as mocking or nervousness • Mirroring – often this is used in order to increases the feeling of empathy however aggressive gestures should not be mirrored as they escalate conflict

Controlling the potential for conflict the potential aggressor • Signs of imminent assault • Raised voice, rapid speech erratic movements and changes in the voice tone • Flushing, dilated pupils, pacing around • Verbal threats, increased swearing or threatening gestures

Controlling the potential for conflict the potential aggressor Part ii Beware of less obvious signs ; • Refusal to speak/withdrawal • Delusions/hallucinations with a violent or persecutory content • Disjointed reasoning, poor concentration

Escaping conflict • If de-escalation techniques don’t work terminate the task at hand (e.g. Interview) • If necessary, don’t be frightened to walk straight out of the room • If they block your exit be assertive and tell them to move out of the way loudly enough to draw the attention of other staff • If they grab you use breakaway techniques

Conflict Management