Chapter 2 Workplace Violence and Disruptive Behavior
• Profane or disrespectful language
• Demeaning behavior, such as name-calling
• Aggressive physical contact or restraint by patients or visitors
Disruptive Behavior from Patients and Families
Obstacles to Addressing Disruptive Behavior
Obstacles to staff addressing disruptive behavior are as follows1,2:
Prevention
Verbal Interactions
• Do not interrupt; speak slowly while making eye contact with the patient.
• Use the patient’s name as often as possible.
• Keep patients informed. Share what is found on assessment.
• Praise what has been done correctly.
• Give generous time estimates.
• Establish nurses’ availability if needed.
• Ask the patient and visitors, “Anything else?”
• “Script” with reassuring phrases such as “I’m sorry this happened to you” or “We’ll take good care of your wife.”
Violence
The Emergency Nurses Association’s (ENA) Emergency Department Violence Surveillance Study6 and Gacki-Smith et al.7 found that 8% to 13% of emergency nurses are victims of physical violence every week and more than half of nurses who work in emergency departments have been physically assaulted on the job. No one indicator of potential violence or intervention is always effective, as patients or family members who become violent are a heterogeneous group.
Preventing Disruptive Behavior1,8
• Education in self-protective measures and de-escalating techniques
• Environmental controls such as:
• Report incidents to increase awareness
• Facilities with zero-tolerance programs have reported fewer violent occurrences.6,7
• Identify high-risk patients and communicate this status (for instance, flagging or labeling the chart) to all involved health care professionals (e.g., “Wear goggles and gown when entering room; patient may spit.”).
A key predictor for current violence is how volatile a patient was in the past.8 Numerous scales exist to assess agitation in psychiatric patients. The Behavioral Activity Rating Scale (BARS) is a single-item, seven-point scale on agitated behavior. Schumacher et al.9 found BARS to be effective in identifying patients likely to need behavioral management during their emergency department stay. It was also suggested that a retrospective assessment of the behavior during the two hours prior to triage may be useful in identifying the currently calm patient who is at risk for becoming agitated during the emergency department visit.9,10 Consider the following interventions to further prevent violence in the emergency department:
• Work practices can also help prevent danger to health care providers.
• Promote legislation on violence prevention. At least 10 states have legislation to strengthen or increase penalties for acts of workplace violence affecting nurses. In New York it is a felony to assault nurses who are on duty.8
Resources for Dealing with Violence
• An adaptable model state bill is available at http://www.nursingworld.org
• The American Nurses Association’s (ANA) brochure on preventing workplace violence is available at http://www.nursingworld.org
• ANA’s continuing education offering “Workplace Violence: The Nurse Victim” is available at http://www.nursingworld.org
• The Center for American Nurses’ policy statement on lateral violence and bullying in the workplace is available at http://www.centerforamericannurses.org
• The Emergency Nurses Association’s (ENA) position statement “Violence in the Emergency Care Setting” is available at http://www.ena.org
• American Psychiatric Nurses Association’s position statement is available at http://www.apna.org
De-escalation11,12
Patient Behavior: Challenging the Provider
• The person challenges the health care provider’s authority or competence. (“We’ve been waiting for an hour. You people are all incompetent here.”)
• The voice changes in tone, volume, or cadence from the normal conversation.
• Body language shows muscle tenseness, anger expression, or leaning forward (“getting in your face”).
Health Care Provider De-escalation Response
• Ignore the question (but not the person) and redirect to the issue at hand. Responding directly to the challenge (e.g., “Sir, we are all highly trained professionals here!”) creates an unproductive power struggle.
• Let the person vent. Do not interrupt. Do not deny the complaint. Letting the person verbalize “deflates” his or her pent-up emotions.
• Respond with empathy, acknowledging the person’s emotions (“I can see you are angry”). People are annoyed if their emotions are ignored. Validate the person’s feelings (“I know you are upset”).
• Keep body language nonthreatening. Significant communication occurs through body language. When a person is agitated, body language is of heightened importance as even less than usual is communicated verbally in these situations.
• Use the person’s name often when emotions are taking over; it grabs the rational part of the brain.
• Don’t quote authoritative rules or ultimatums (e.g., “You can’t talk like that. This is a hospital!”).
• Use “broken record” technique to repeat the same information and talk to the feelings.
• Activate de-escalation and response resources early in an agitated situation. To improve the staff’s ability to respond effectively to escalating and violent situations, emergency departments may consider: