You may be able to foresee trouble in a co-worker or employee by keeping your eyes, ears and senses alert for indicators like those listed below. Practice appropriate Situational Awareness at all times and places. Certainly no one or two issues are sure predictors of violence, however in combination they may spur you to attend to the person and to added caution. Some of the items may result from emotional and/or mental stresses that call for compassionate intervention rather than disciplinary actions. If you are hiring a person, using this list may cause problems. Consult a human resources professional for applicable laws, rules and policies.

Things to watch for:

• Migratory job history
• Prior involvement in workplace violence
• History of violence outside the workplace
• Chronically disgruntled and/or showing strong disdain for authority
• Does not take criticism well
• Shows deep contempt for the boss
• Externalizes blame; never "owns up"; always someone else's fault
• Views violence or intimidation as legitimate in the workplace, home or social gatherings
• Holds grudges
• Pushes the limits of normal conduct
• A loner or socially isolated individual with few personal outlets, with no outlet for rage
• A history of unresolved psychological problems or personality disorders
• Not simply dedicated, but a zealot (political, religious, racial bigotry, etc.,)
• A substance abuser, alcohol or drugs, prescription or not
• Obsessive involvement with one's own employment to the exclusion of all else
• Obsessive or compulsive behavior (neatness and order/ feeling that one's standards are superior to others)
• An unwarranted sense of entitlement
• Romantic or sexual obsessions, especially with a co-worker
• Obsession with and easy access to weapons and/or paramilitary training
• Obsession with other acts of workplace violence - sees them as "justified"
• Newly acquired negative traits
• Sudden withdrawal from current circle of friends
• Inability to concentrate
• Recent decrease in productivity
• Recent poor personal hygiene
• Problems with attendance or tardiness
• Over reacts or under reacts to an immediate situation
• Threats of sabotage against property of employer or co-workers
• Actual threats toward or intimidation of others
• Violent reaction to appropriate discipline, immediate or delayed
• Discussions of actually stalking or harassing others
• Feelings of desperation resulting from, for instance, marital discord or financial distress
• Gives away property for no viable reason (i.e. moving); may indicate suicidal desire

Management factors that contribute to or fail to stop workplace violence:

Limits must be set to the behavior of others in both the workplace and life. Violating those limits may indicate trouble. Be sure to set, publicize and maintain workplace behavioral limits. Here are some instances of failure of this precaution:

• Weak or nonexistent policy against all forms of workplace violence
• Weak or nonexistent policy against certain inappropriate workplace activities, i.e. political, religious or racial debates
• No clearly defined rules of conduct
• No clear procedures for escalating problems
• Lack of employee supervision
• Failure to be fair, firm, consistent, predictable and timely with employee discipline
• Ineffective reporting procedures for workplace violence or threats
• Failure to monitor potentially dangerous employees
• Failure to warn employees in the "danger zone" of possible violence
• Inadequate physical security, particularly off-hours
• Abusive management style
• Serious unresolved workplace issues
• Downsizing and layoffs poorly handled

Stay alert - Stay alive!