the security beacona monthly publication of the boston chapter of ASIS

OCT 2010

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Chairperson’s MessageSome of you know that I am on my second time around as a dad. I have four boys ages 30, 27, 26 and 5. Yup…5. There are a lot of things in life that are similar to what they were 25 years ago when my eldest son was 5, but there are a lot of things that are different too. Some of those changes are really pretty good – like better car seats, cool hi-tech toys and my general tolerance to 5 year old’s behavior. But some of those changes aren’t so good – like my general physical flexibility (creak…groan…sigh…)

There have also been changes in our social fabric. Unfortu-nately, a lot these don’t seem so good either. In the past 25 years, I have seen an increase in what I would call unchal-

lenged selfish behaviors, more undue sense of entitlement and a broader abandonment of the concept of the “greater good.” I don’t know why this is (although I have read all the theories). And I certainly don’t think that it means society is poised on the precipice of moral collapse. But what I do think is that there is a growing inability for people to censor or con-form themselves when it comes to what they want, what they do and how they go about it.

Too many times, it seems to me that this inability to censor (or let’s say ‘control’) one's wants, feelings and emotions can lead to acts of violence. It may be for revenge on a real or perceived wrong; or the boiling over of un-tempered frustration; or simply for pure greed and economic gain.

Regardless of the reason, the effect is the same. Property may be destroyed. People may get hurt. Lives may be lost. And when it happens in the workplace, we are going to get the call. Workplace violence takes many forms. It can range from bullying and mere threats to wanton destruction of property to physical attacks on people.

As security professionals, we have a duty and an obligation to help protect our em-ployees, our customers, our suppliers, our visitors and our organizations tangible as-sets from harm. Workplace violence is an epidemic that we cannot ignore. If it hasn’t touched you or your company yet in some form or fashion, it will.

We may not be able to control the circumstances which cause people to want act out in violent ways. But we can be prepared. We can learn the warning signs. We can teach our teams how to respond. We can intervene before incidents occur…but only if we pay attention.

This issue of the Beacon focuses on workplace violence and its prevention. Read through it and why not post your thoughts on our LinkedIn Page? (http://www.linkedin.com/groups?mostPopular=&gid=2796972) Might make for a good discussion…

With my best wishes,

Dick Parry, Chairperson, Boston Chapter

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Pre-Seminar Offerings Dallas, TX

Oct 9 – 10 CPP Review and CPP Curso de Repaso [Espanol]

Oct 10 PSP Review, PCI Review

Oct 10 - 11 Detecting Deception in Verbal and Written Statements The Successful Security Consultant

Oct 11 The Reality of Threat Assessment and Response

Facility Security Assessment and Initial Conceptual Design

Tour: Dallas Police Department

Tour: Dallas Cowboy Stadium

Beyond the Basics: Next Steps for Protecting Faith-based Organizations

Women in Security

Oct 12 - 15 ASIS International 56th Seminar and Exhibits Dallas, TX

Oct 13 Auditing for Improvement Webinar

Nov 8 - 11 CCTV—From Analog to Digital Video: Applications Alexandria, VA

and Advances in Surveillance

Nov 10 Picture Perfect: Reveal the Details in your Webinar Surveillance Images

Nov 15 – 18 Assets Protection Course I: Concepts and Methods Baltimore, MD

Nov 17 Good to Great: Building High Performance Webinar Security Programs

Nov 29 – Dec 3 Wharton/ASIS Program for Security Executives Philadelphia, PA

(Week 1 of 2)

Upcoming ASIS National and International Events

Table of Contents

Upcoming Local Events

Oct 21 Lunch Meeting TBA

Nov 18 Awards Dinner (Buffet) Meeting TBA

Dec No Meeting

Chairperson’s Message 1 Goodman Award Nominations 3 ASIS National & Intl Events 2 Workplace Violence 4 Upcoming Local Events 2 Workplace Violence During Termination 6 Fundraiser for More than Words 3 Violence Prevention Resources and Tools 8New Members 3 CPP and PSP Review Questions 9 Treasurer’s Report 3 CPP Member Profile 10 IRC Resources 3 Message from Regional Vice President 11

2 ASIS

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Boston ASIS Chapter holds Fundraiser for “More than Words”

New Members

IRC Resources – Workplace Violence

Goodman Award Nominations Accepted Until October 15

3ASIS

Steven A. Blais, CPP David Sarafinas

Welcome to Our New Members!

Treasurer’s ReportAugust 2010

INCOMEEducation Seminar ................................... $1,095.00Meeting Income ............................................ -$10.00Total Income ............................................. $1.085.00

EXPENSESBank Charges AMEX ......................................................... $4.95 RBS ......................................................... $49.94 Other ...................................................... $157.68Charity ...................................................... $1,000.00Education Seminar ................................... $1,490.00Election Committee .................................. $1,500.00Meeting Expense ........................................... $10.00Web Site ................................................... $1,221.33Total Expenses ......................................... $5,433.90NET INCOME .......................................... -$4,348.90

ACCOUNT BALANCESPrimary Checking ................................... $40,047.33Internet Account ....................................... $6,026.97Manning Fund .......................................... $5,842.64Goldman Fund .......................................... $9,094.43

Stalking in the Workplace : Prevention, Intervention and Threat Management [REF] - ASIS International 2007

Workplace Violence Prevention and Response : ASIS Guideline [REF] ;ASIS Guideline : Workplace Violence Prevention and Response [REF] - ASIS International 2005

Preventing Gun Violence in the Workplace : CRISP Report [REF] ;CRISP Report : ASIS International Foundation 2008

Jessica Casciano, Jenn Goba, Harrison Stebbins and Dick Parry at the monthly meeting that benefited More than Words.

The September Chapter Meeting, held as a fundraiser for our designated charity, More than Words (www.mtwyouth.org), was a re-sounding success. Good food, a nice venue and a relaxed atmosphere allowed the group to mingle while participating in the raffle and bidding on fabulous Silent Auction items. Our event, spearheaded by Jenn Goba, raised $1060.00 and our comedic entertainers, Jessica Casciano and Harrison Stebbins, donated another $100 bringing the grand total to $1160.00!!

2010 Sheldon E. Goodman, CPP Award Nominations Being Accepted Until October 15, 2010

This Award is presented annually to a Chapter member who faithfully supports the goals of the organization and who many times works quietly behind the scenes to promote its ideals.

Nominations details are available on the website. Direct all questions to Rich Zupan, Awards Chairperson at rich.zupan@identicard.com .

4 4 ASIS

Workplace Violence from NewsWise

How can organizations help prevent incidents where employees seek to harm co-workers or bosses? Incidents such as the August 3 workplace shooting that left nine people dead in Manchester, CT, highlight the troubling fact that many organizations may not even see workplace violence coming.

Between 2004 and 2008, an average of 564 work-related homicides occurred each year in the United States, according to the Bureau of Labor Statistics. Though a majority of workplace shootings were committed by robbers, co-workers and former co-workers were the assailants in about 63, or 12 percent of all shootings in 2008, with the average being around 68 per year between 2004 and 2008.

Paul Harvey, a member of the Society for Industrial and Organizational Psychology and an assistant professor of management at the University of New Hampshire, said there are warning signs employers should look for to help prevent these kinds of incidents. “This type of violence is certainly uncom-mon, but it might not be as rare as employers would like,” said Harvey, whose has written about workplace violence, including coauthoring chapters on workplace aggression in two books. “Obviously a fatal shooting is the most severe sort of violence, and it’s probably the least common, but that’s just the tip of the iceberg,” he said. Harvey explained there is no single agreed upon definition of organizational aggression among those who study this phenomenon, but workplace violence can encompass many types of aggression.

When any act of workplace violence occurs, victims find themselves wondering how they could have seen it coming. To help predict and prevent workplace violence, Harvey works with a model of behavior called Per-ceptive Predictors of Aggression, which details internal and external factors that affect organizational violence. This model states that the way in which a person perceives triggering events determines whether or not they will react violently. If a person has what is known as a “hostile attribution style,” he said they will be more likely to attribute a work setback to outside factors and blame others. “For example, if a person is fired, how the employee draws conclusions about that firing is significant,” he explained. “If the employee believes it is the result of something such as doing poorly at work, we found that these people are less likely to engage in outwardly violent behavior.”

“Whereas when people externalize these events, such as blaming others for losing their job or not getting a bonus or blaming their bosses for being out to get them, externalizing that anger can lead to blame and that can lead to aggression,” he added. Harvey said the hostile attribution style is commonly seen in workplace shootings and other violent acts where perpetrators blame their bosses, co-workers, or their company for their work-related problems. “When something bad happens, these types of people blame external and typically stable causes, they don’t think it is just a one time thing, they think people are out to get them even if they are not.” That could have led to the Manchester shooting, according to reports, after shooter Omar Thornton was shown video evidence of thefts he committed on the job and was offered the chance to quit or be fired.

What can organizations and employees look for as warning signs of a propensity for workplace violence? That’s where it gets tricky, Harvey said. Even those with hostile attribution styles don’t always seem like vio-lent people. “People who resort to violence tend to have a long history of externalizing their anger throughout

continued on page 5

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Workplace Violence from NewsWise

their lives, but they may not always be violent,” he explained. “They may externalize their anger for so long without anyone noticing it until then one day it goes ‘boom’. The typical red flags are people who are quick to anger when something goes wrong and end up screaming and yelling.”

Harvey said another body of research looks at the situational perspective of workplace violence. “It is like the metaphor of employees being popcorn kernels in hot oil that represents the workplace,” Harvey said. “Eventually one of them is going to pop. The idea is that you assume you have a ticking time bomb within the company, so if you look at the situation and keep your oil cooler, you decrease the probability that someone will get so angry at a co-worker, a supervisor or at the company as a whole that he or she would go off and do something crazy.”

Harvey said this doesn’t mean organizations should feel they cannot discipline their employees, but a lot of organizations are characterized by stress that doesn’t need to be there and unusual policies that lead to stress,” he explained. “That’s why the postal office took so much flack in the 1990s. It may be that they didn’t have any more people capable of acting out than any other company, but they had such a bureaucracy that it made the workplace stressful for many employees.”

In fact, according to the 2005 Survey of Workplace Violence Prevention, the higher reported incidence of violence in state and local government workplaces may be attributed to their work environments. These workplaces reported much higher percentages of working directly with the public, having a mobile work-place, working with unstable or violent persons, working in high crime areas, guarding valuable goods or property, and working in community based settings than did private industry. Harvey said organizations can help combat this type of violence-inducing atmosphere by taking a good look at their practices and culture. “For organizations and supervisors, ask yourself, are you egregiously mistreating a group of employees and thinking that it isn’t a big deal?” he said. “If those types of stressors are avoidable, it might be a good idea to eliminate or reduce them.”

Harvey said it’s important for organizations to understand they can’t totally prevent every violent act commit-ted by their employees. “Sometimes I think there’s a tendency to look for a silver bullet,” he explained. “I think it’s really important to remember the back end of this. You do want to do things to minimize your risk, but you can’t totally get rid of any risk. Don’t assume that by doing these things to help prevent violence that you’ll never have a problem. No matter what you do in an organization to minimize the risk of something like this happening, there’s always going to be a chance that someone will snap and come in with a gun.” Harvey said organizations should have a plan in place or an escape route for the rare chance that these things do oc-cur. The U.S. Occupational Health and Safety Administration (OSHA) offer a great deal of advice and informa-tion on workplace violence and safety, he added.

The Society for Industrial and Organizational Psychology (SIOP) is an international group of more than 7,800 industrial-organizational (I-O) psychologists whose members study and apply scientific principles concerning workplace productivity, motivation, leadership and engagement. SIOP’s mission is to enhance human well-be-ing and performance in organizational and work settings by promoting the science, practice and teaching of I-O psychology. For more information about SIOP, including a Media Resources service that lists nearly 2,000 experts in more than 100 topic areas, visit www.siop.org.

continued from 4

6 6 ASIS

Protecting the Workplace from Violence during Termination Layoffs by James L. Griffin II, CVI Investigations & Security, Inc.

While our nation’s economic and employment conditions remain unstable, workplace violence tragedies continue to lead news headlines. The recent tragedy in Connecti-cut is further evidence that we are not giving Workplace Violence the appropriate attention. Without the necessary preparation and attention from company manage-ment, these incidents will likely continue with increased frequency.

Experts agree that violence in the workplace is almost always preceded by indica-tors. Identifying these indicators is part of a multi-faceted approach that involves employees, management, family members, and a comprehensive workplace violence program. The need for a comprehensive workplace violence strategy is paramount and is rarely given the suitable attention before a crisis. Unfortunately some compa-

nies fail to provide the appropriate workplace environment, much less the adequate security needed.

Every company is obligated to create and maintain a proactive comprehensive workplace violence program. Organizationally, this may differ from company to company with respect to size, mission, and stress levels. However, each program should involve employee assistance, human resources, conflict resolution specialists, and a mental health professional, at the very least. Obviously, management’s rules and procedures should protect all employees from harassment, aggression, and a negative workplace environment. Program manag-ers should be able to systematically identify weakness, make rectifications, and assess responses to individ-ual incidents. Program managers are also responsible for educating employees on identifying behavior that is suspect and also creating an appropriate system of reporting such behavior.

Traditional security measures, such as the roving or stationary security officer, are outdated and are now seen as a mere symbolic gesture to provide peace of mind to employees and management. In the past, we have seen companies post an officer and rely on physical presence to deter criminal or mischievous activity; how-ever, there is little evidence to support that this alone deters violence. Physical security measures, such as ac-cess control cards, in conjunction with highly trained security officers are far more effective for overall person-nel and facility security. These cards act as company identification and they allow access to sensitive areas, all while monitoring employee activity. High-tech cameras are also being utilized to provide an additional layer of protection. Bridging the gap between corporate earnings, appropriate security measures, and ensuring a safe and har-monious workplace is the key. Security costs are usually associated with a negative outlook because the company cannot use those costs to increase earnings. Investing in a workplace violence program, as well contracting additional security for terminations, should not conflict with corporate mission statements. More and more companies are now being held liable for their lack of proper security after a violent episode. After all, the facility management has the distinct responsibility to provide safety and security to the employees and the facility. Terminations and layoffs are a part of the natural ebb and flow of the workplace. However, little consideration is given to the appropriate method of terminations. Additional security measures should always be taken in the event of any termination or layoff. The extent of the security plan will be reliant upon each individual or situation. Consultation with a security firm that specializes in this field is a must. Security firms specializing in workplace violence terminations, such as CVI Investigations & Security, Inc., train their employees to a higher

continued on page 7

1 7ASIS

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While our nation’s economic and employment conditions remain unstable, workplace violence tragedies continue to lead news headlines. The recent tragedy in Connecticut is further evidence that we are not giving Workplace Violence the appropriate attention. Without the necessary preparation and attention from company management, these incidents will likely continue with increased frequency.

Experts agree that violence in the workplace is almost always preceded by indicators. Identifying these indicators is part of a multi-faceted approach that involves employees, management, family members, and a comprehensive workplace violence program. The need for a comprehensive workplace violence strategy is paramount and is rarely given the suitable attention before a crisis. Unfortunately some companies fail to provide the appropriate workplace environment, much less the adequate security needed.

Every company is obligated to create and maintain a proactive comprehensive workplace violence program. Organizationally, this may differ from company to company with respect to size, mission, and stress levels. However, each program should involve employee assistance, human resources, conflict resolution specialists, and a mental health professional, at the very least. Obviously, management’s rules and procedures should protect all employees from harassment, aggression, and a negative workplace environment. Program manag-ers should be able to systematically identify weakness, make rectifications, and assess responses to individ-ual incidents. Program managers are also responsible for educating employees on identifying behavior that is suspect and also creating an appropriate system of reporting such behavior.

Protecting the Workplace from Violence during Termination Layoffs by James L. Griffin II, CVI Investigations & Security, Inc.

continued from 6

Northeastern’s College of Professional Studies, in collaboration with the School of Criminology and Criminal Justice, offers the online Master of Science in Criminal Justice Leadership. This innovative master’s degree provides a path to excellence for leaders in law enforcement, courts, private security, and corrections organizations. Our flexible format combines online courses with a one-week on-campus summer workshop.

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Workplace Violence Prevention Resources & Tools

8 8 ASIS

OSHA eTool – Workplace Violence for Healthcare An interactive tool that provides information on selected references for training, hot topics and case studies.

CAL-OSHA Injury Illness Prevention Model Program Model workplace security program from California OSHA.

North Carolina Dept of Health & Human Services On-line Training Course Investigating Workplace Violence

Office of Personnel Management: Handling Traumatic Events - A Manager’s Guide

National Institute for Occupational Safety and Health (NIOSH): Stress at Work FEMA Active Shooter: How to Respond booklet

Canadian Centre for Occupational Health & Safety Violence in the Workplace resources

BLS Survey of Workplace Violence Prevention Workplace violence prevention survey data including prevalence of security features, the risks facing employees, employer policies and training.

OSHA Policy Regarding Violent Employee Behavior (12/1992)

Washington State Department of Labor & Industries Workplace Violence: Awareness and Prevention for Employers and Employees

State of Hawaii Crime Prevention and Justice Assistance Division Workplace Violence Manual WA State Safety and Health Assessment and Research for Prevention (SHARP) Bullying in the Workplace

9 9ASIS

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1. The type of glass which is often utilized for both safety and security purposes because it is 3 to 5 times stronger than regular glass and 5 times as resistant to heat is?

a. Tempered glass b. Coated glass c. Plastic coated glass d. Reflective glass

2. Which of the following is not true with regard to lock and key systems?

a. The lock is the most accepted and widely used security device of the basic safeguards in protecting installations b. The locking system should be backed up with other security c. A high-quality, pick-proof lock is considered a positive bar to entry d. Most key locks can be picked by an expert in a few minutes

3. A series of fixed luminaries arranged to flood a given area continuously during the hours of darkness with overlapping cones of light, is called?

a. Continuous lighting b. Intermittent lighting c. Standby lighting d. Moveable lighting

Answers on page 11

Certification – Test Your Knowledge - Mark H. Beaudry

10 10 ASIS

Massachusetts Bomb Bill

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Since 2006, John McFadden has been the Director of Business Continuity and Crisis Management for the Genzyme Corporation. Genzyme is well recognized in its industry as one of the world’s leading biotechnology companies. Today, it is a diversified enterprise with more than 12,000 employees in locations spanning the globe. Genzyme’s products and services are focused on rare inherited disorders, kidney disease, orthopedics, cancer, transplant and immune disease, and diag-nostic testing. John’s role is central to the ongoing success of the company’s cross functional areas and its continuity of operations.

In 2002, John’s accomplishments were reflected in his performance at Genzyme where he worked as a Securitas contractor managing security operations. A year later, Genzyme hired him as the global Director of Physical Security. John over-saw the global physical security program and led a team that created a back-ground investigation program for Genzyme employees. In his current role, John has established an organization-wide Crisis Management Team; created a Busi-ness Continuity Program; and developed Emergency Preparedness and Pandem-ic Plans. Given the heightened awareness and requirement for crisis manage-

ment planning, John recognizes the importance of providing constructive guidelines and policies to Genzyme stakeholders and global office teams. It is a significant component to every organization’s risk management profile.

For over 20 years, John McFadden’s professional development has taken him on a journey where his diversity of experience allowed him to broadened his knowledge base and leverage his skills. Following his graduation from Northeastern with a degree in Criminal Justice, John received his Juris Doctor from the University of San Diego School of Law, ultimately returning to Massachusetts to pass the bar. He then joined First Security (now known as Securitas) where he transitioned from security and investigative responsibilities to providing legal services. John has been an active member of ASIS since 1992 and received his CPP in 1994. Throughout his career he has advocated both personal and professional development as a “way of demonstrating commit-ment to the security industry”. John states “ I encourage ASIS members to participate in ongoing training to not only maintain the CPP designation but as a measurement of baseline knowledge and expertise.” His next interdisciplinary pursuit is obtaining his Certified Risk Management (CRM) designation. John’s commitment to continuous learning, no doubt, offers fresh perspectives from within and outside the industry when developing creative solutions for the Genzyme organization.

John McFadden, CPP, Director of Bussiness Continuity and Crisis Management, Genzyme

Boston Chapter CPP Member Profile

1 11ASIS

Certification Test Question answers from page 9. 1. a, 2. c, 3. a

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Message from Our Regional Vice President

As the summer comes to end and we move into another fall season, it is also time for our Chapters to begin our 2nd half of the year. With this comes the time for elections for next year’s Board, this is your chance to give back and help move your Chapter forward. Take the time to consider getting more involved; ASIS Inter-national is only as strong as our volunteer leadership.

In my role as Regional Vice President I have had the pleasure of attending many Chapter meetings and events, with the help of our Assistant Regional Vice Presidents Phil Stewart and Gary Miville our programs have remained strong in these hard economic times. Our Chapter Chairs and their Boards have worked to keep us on track with educational and networking programs. The speakers throughout the region have been experts in their fields and provided us up to date information that affect our role in the security profession. Let’s not forget the many golf tournaments that provided funds to our scholarship programs, helping the se-curity professionals of the future is important.

My hope is to see many of you in Dallas in October when ASIS International comes together for our annual seminar, members from all over the world will attend. This is a chance to see old friends and network with new friends. But always remember the heart and soul of ASIS is the local Chapter meetings.

Please accept my sincere thanks for all of your support during 2010; Region 18 has once again been active not only on a local but a national level. Many of our local members serve on national committees; they help lead ASIS into the future.

Sincerely,

Bob JohnsonRVP, Region 18

United Security, Inc.

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