In every organization, there is a need for a trauma-informed workplace on the different forms and aspects of violence. Thus, a systematic process and plan are required in every organization to hear the employees' voices suffering from violent traumas. According to Anderson & West (2011) , workplace violence requires an elaborate plan for the administrator to address violence in workplace situations. Globally, every organization's social service setting encounters workplace violence, which is an understudied occupational danger. This paper focuses on workplace violence and the plan that an administrator should be put in place to address similar workplace violence situations.
According to Zelnick et al. (2013), the most dangerous organizations and occupations with workplace violence include the social assistance and healthcare sectors. Therefore, workplace violence needs to be addressed due to its effect on social services in the public health and social services division. As a result, there is a need for the administrators to have a plan of tackling workplace violence through the creation of initiatives and policies that will make the social occupation safer and secure from violence. Studies from Plummer et al. (2014); Anderson & West (2011) show that workplace violence involves social workers who are verbally assaulted, property damage, physically assaulted, and threatened. Also, sexual assault, ethnic, and racial discrimination are all included as violent workplace situations.
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In every organization, there is guaranteed exposure to workplace traumas from violence on social workers. However, no administrator or employee is able to provide safety to the employees from these types of violence. Thus, most administrators provide measures that will assist in preventing exposure to trauma from workplace violence. After the employees are exposed to workplace violence, the employers are required to prepare a plan of addressing the situation at the exact moment and help them in accessing necessary strategies and social support measures.
Most workers experienced traumas after workplace violence when the incidences occurred are unexpected, unpreventable, and occurred through cruelty or a childhood event. The potential traumas in the workplace may include the employees' exposure to stressful events such as death, organizational grief such as harassment, physical stress, or external threats such as robbery. Therefore, the human services organization requires addressing traumatic emergency situations through three strategies. The strategies include the organization strategies, leadership strategies, and employee support, reducing the harm and risks involving workplace traumas. As an administrator, the organizational strategy involves developing a representative group that will discuss and explore potential trauma risks in the workplace.
Also, providing external speakers who host talks on trauma experiences will help employees tackle traumatic events (Zelnick et al., 2013). Additionally, the administrator should discuss potential traumatic events in the organization that will provide the employees with a psychological advantage when faced with traumatic situations. Finally, a safe room can be created to help employees go and decompress their traumatic situations in the workplace. Thus, the managers are able to support the employees after they take some time off for themselves.
Leadership strategies involve encouraging talks and approaches that will help the employees overcome traumatic situations (Northouse, 2018) . Also, the administrator should empower leaders in making decisions during challenging situations in the workplace. Finally, the leader should have daily or weekly meetings with the employees regarding challenging workplace issues and traumatic situations. Additionally, the administrator should support the employees by addressing traumatic situations by providing a supportive environment. The administrator should also encourage the employees to share their trauma and show support through community and organizational support.
In conclusion, traumatic situations can have long term effects that must be addressed by seeing a therapist who will have daily or weekly meetings with the affected employees (Zelnick et al., 2013). Therefore, my most significant concern on the safety of the mental health professionals working in a human services organization is when the patients’ population increases. Therefore, the increase may lead to violent outcomes that place the mental healthcare staff in great danger of becoming victims of assault and violence.
References
Anderson, A., & West, S. G. (2011). Violence against mental health professionals: when the treater becomes the victim. Innovations in clinical neuroscience , 8 (3), 34.
Northouse, P. G. (2018). Introduction to leadership: Concepts and practice . SAGE Publications, Incorporated.
Plummer, S. B., Makris, S., & Brocksen, S. M. (2014). Social work case studies: Foundation year.
Zelnick, J. R., Slayter, E., Flanzbaum, B., Butler, N. G., Domingo, B., Perlstein, J., & Trust, C. (2013). Part of the job? Workplace violence in Massachusetts social service agencies. Health & social work , 38 (2), 75-85.
