Dealing with a Conflict Situation

You should always have an awareness of your environment and surroundings. Keeping a physical distance allows time to think, react and get out of the way.

Ensure you have an appropriate and comfortable space between you and an aggressive person and, if necessary, place a barrier between yourself and the aggressor.

Have an escape route/plan ready to be put into use. Get away if communication has not resolved the situation. Use passive compliance if you can’t get away.

Only use force when absolutely necessary (reasonable, appropriate and necessary) to protect yourself and others.

The use of force in self-defence must be reasonable:

“A person may use such force as is reasonable in the circumstances in the prevention of crime, or in the effecting or assisting in the lawful arrest of offenders or suspected offenders or persons unlawfully at large

Reasonable force is force that is deemed as:

Proportionate

Is the amount of harm to be suffered correct or suitable in size, amount, or degree when considered in relation to something else? For example, if a customer attacks another customer and staff requests to stop are ignored, then staff may have to physically intervene by using a degree of force.

Necessary

Is the action necessary and would a failure to carry it out result in a greater degree of damage to self or others? For example, at a festival, a young man has been telling you that they are angry with the first aider they saw yesterday and that they are going to assault them. You see the first aider that the man is angry with arrive on shift, the man approaches them and you have to physically intervene.

The XL Team needs to fully support its employees:

It has a legal duty for their safety
No one should be placed needlessly at risk
It needs to reduce the potential impact of an incident
All incidents need to be fully investigated
Appropriate training needs to be provided

The benefits include:

Employees feel valued and respected
Preventative measures provide assurance and security
Employee welfare is supported
Lessons learnt can prevent future incidents from occurring
Employees feel empowered
The financial and reputational cost or impact is reduced

Immediately after a violent incident a number of actions need to be taken.

Questions to ask

The following questions provide a useful guide:

Has anyone been injured?
Do they need medical or any other assistance?
Have the individuals affected been moved to a place of safety?
Does the cause of the incident remain and is there risk of further incidents?
Has the incident been reported or the alarm raised?
Have the police been called?
Has an incident report form been completed?

Reporting

If the incident is not reported, it is as if it did not happen. Without reporting it, steps can’t be taken to prevent it happening again.

Supporting

Following a violent incident, longer-term support may be required. People requiring support may include those directly affected, anyone who witnessed the incident and those who are based or work in the vicinity.

Post-incident support may come from:

Colleagues
Trade union
An individual’s line manager
Occupational Health services
Human Resources (for example, in relation to a phased return to work)
Employee counselling services
Victim Support
Criminal Injuries Compensation Authority

In addition to support channels outlined above, it is important that you are aware of the all of the service delivery team are invested in ensuring staff are safe, supported and looked after at all times while constantly reviewing our operations and as such are held accountable and closely monitored by our security management roles in the XL Team.

Angela Khaliq

Head of Workforce

The role of the Head of Workforce has responsibility for security, welfare and safeguarding (or equivalent) in The XL Team and is the named responsible manager for security management.

Andrew Trotter

Operating Partner

Operationally responsible for the implementation of the national strategy for managing security and tailoring it to local requirements.

Your Personal Safety

As an employee, you also have a responsibility to ensure your own personal safety

Do not:

· Show hostility

· Use provocative language

· Raise your voice

· Show signs of irritation

· Behave in an overly authoritative manner

· Give an ultimatum - unless you are prepared, and able, to follow it through

Do:

· Be prepared for problems

· Avoid behaviour that is likely to provoke patients

· Keep calm

· Be respectful and tolerant

· Remember that silence can be helpful

· Listen and try to understand

· Get help if you fear that violence is likely

Session Summary

Key Points

Violent behaviour can have an adverse personal effect on staff and it can impact negatively on the standards of patient care
Common causes of conflict include poor communication, poor physical health, religion and cultural differences and environmental factors
You can use verbal communication and body language to minimise the likelihood of conflict. Picking up on body language can give you a better indication of someone's state of anxiety or level of agitation
The attitude and behavioural cycle establishes a link between attitude and behaviour. Positive attitude creates a virtuous cycle of positive behaviour
People who work alone are at increased risk of physical/verbal abuse and harassment from patients, relatives or members of the public
You should always have an awareness of your environment and surroundings. Keeping a physical distance allows time to think, react and get out of the way
The use of force in self-defence must be reasonable - it should be proportionate and necessary
Following a violent incident, longer-term support may be required. People requiring support may include those directly affected, anyone who witnessed the incident and those who are based or work in the vicinity

Next Steps

Continue to the Conflict Resolution eAssessment. This should be completed to demonstrate the required knowledge and understanding and to complete the training. Remember to also familiarise yourself with local procedures.

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