Once an issue is identified in an organization, there are policies, procedures, and decision making processes that are followed. These often lend themselves to long time periods in which little to no progress is made to solve or identify solutions. Meetings are used to address these issues and ideally, they would help to develop solutions. A group of workers getting together to brainstorm and problem solve. But one of the biggest problems with many meetings is that they are not effective or efficient. Meetings are time consuming and frequently only contribute to lip service about the issue and there is on-going discussion with no action.
Decision-making follows the chain of command in most organizations. Consensus is needed for solutions, such as developing an anti-workplace aggression policy, are often required to move forward, but this makes the actual development of resolutions vulnerable to becoming stagnate. The larger the agency or organization, the more layers needed for approval and moving forward. As such, getting all the key players to support a solution can be problematic.
I recently talked with a former co-worker who informed me that their agency was putting together a resource list on persistent workplace aggression. I think this is a great idea. However, this was one of the conversations I was part of when I was working at the agency several years ago. So the agency has made no progress in truly dealing with workplace violence and have just continued the dialogue. Even more importantly, this former co-worker felt as if the organization was making progress because persistent workplace aggression was part of the strategic plan and meetings were being held to problem solve solutions.
This is frequently a technique that organizations use to keep workers satisfied that they are addressing the concern without really dealing with it. Organizations continue to have conversations about workplace violence, but there are never any real solutions developed. Thus, persistent workplace aggression continues and most likely, increases intensity. Unfortunately, this is the norm and not the exception.
If an organization is truly committed to effectively managing persistent workplace aggression, a task force with key stakeholders should be created. This task force should develop a plan of action that includes a short timeline with accountability. Administrator support is always required.
For more information on how I can help your organization with persistent workplace aggression, please contact me at email@example.com or (320) 309-2360. You can also visit my website at www.jankircher.com. Help is out there.