PSY FPX 7520 Assessment 3 Aggression Intervention Training Plan

Student Name

Capella University

PSY FPX 7520 Social Psychology

Prof. Name:

Date

Abstract

Aggression in the workplace can pose significant dangers to both staff and clients. Without an effective course of action to deescalate such situations, achieving a positive outcome becomes challenging. This assessment discusses a plan to implement an aggression intervention training program for staff to use, not only among themselves but also to help deescalate hostile situations involving clients. It also examines how culture and environment contribute to human responses to aggressive behaviors. Lastly, it elaborates on the goals and objectives, followed by a detailed intervention plan aimed at assisting staff in creating a zero-tolerance environment.

Introduction

This training aims to establish an aggression intervention program for staff, designed to help deescalate hostile situations involving inmates. The intervention plan focuses on reducing workplace hostility and aggression. As a Correctional Case Manager in a maximum-security prison, I frequently encounter individuals from diverse backgrounds and cultures. The prison environment can often become hostile and dangerous, making it crucial to have a course of action in place to deescalate and intervene in potentially hazardous situations. With full staff participation, the application of social learning theory, identification of possible triggers, and the incorporation of various social, psychological, and research-based disciplines, along with effective on-the-job training, we will be one step closer to managing workplace aggression in an institutional setting.

Setting

Social learning theory, as coined by Albert Bandura (1977), explains aggression as learned behavior through modeling. This suggests that behaviors are not inherited tendencies but are learned from the actions of others around us. This acquired behavior can escalate into a hostile environment if not managed appropriately. In a setting like a prison, it is evident that many incarcerated individuals may harbor frustrations due to institutionalization and loss of freedom (Kwon, 2015). These emotions can lead to violent behavior toward both staff and other inmates.

Culture Influences

Cultural influences play a significant role in shaping people’s attitudes and beliefs toward aggressive behaviors (Bolton, 2004). Attitudes and beliefs serve as a basis for the development of scripts related to aggressive acts. This can lead individuals to impose personal opinions, potentially resulting in aversive events such as personal insults and physical pain, which may evoke hostility (Kwon, 2015). Through this intervention, employees will gain a better understanding of their environment and the differences we share as individuals.

Program Focus and Structure

The primary focus of this training is to improve staff and client self-esteem by promoting self-efficacy while utilizing cognitive psychology and social learning theory to reduce workplace hostility and intentional aggression. The intervention training will be conducted over three weeks, allowing staff to apply the methods learned and provide feedback on how the training has impacted their daily interactions. This training will equip staff with the tools needed to deescalate aggressive behaviors effectively.

Goals and Objectives

The primary goal of this intervention is to reduce aggression among staff, between inmates and staff, and deescalate aggression between inmates within the organization. The training aims to provide the necessary methods for managing aggression in the workplace, identifying factors that trigger aggression, and improving staff’s social functioning. This will enhance relationships within the organization, boost morale, and ensure the safety of all staff. Additionally, the intervention will focus on key action alternatives, such as team-building activities and role-play, to reduce negative attitudes, anger when requests or demands are denied, and unwillingness to follow instructions. These activities are designed to predict and reduce institutional aggression, as assessed by the Dynamic Appraisal of Situational Aggression (DASA) (Chu, Daffern, & Ogloff, 2013).

Interventions

Accountability will be emphasized to encourage staff to take responsibility for their actions. The intervention will incorporate cognitive skills programs designed to address deficits or limitations in cognitive, self-management, and interpersonal skills, which are believed to contribute to aggression (Bolton, 2004). Another approach considers aggression as arising from cognitive distortions, beliefs, or assumptions conducive to antisocial behaviors (McLeod, 2007).

Staff will gain an understanding of anger management as described by Novaco’s (2007) model, which highlights the interdependence of cognitive appraisal, emotional arousal, and angry responses. This model will help employees understand their own anger experiences and provide techniques and frameworks for regaining control. Additionally, staff will learn to control their reactions and behaviors, recognize the differences among colleagues, and take responsibility for their actions. Understanding the consequences of aggressive behaviors is crucial.

Furthermore, the training will help staff assess the self-concept of aggressors, emphasize the importance of not taking hostility personally, and maintain a safe work environment. Staff will learn to manage their reactions to aggression, recognize early signs of aggression, and use empathy to deescalate situations. Tests on policy communication efficacy, negative behavior awareness training, and stress management training will also be part of the program to help staff better grasp and deescalate hostile situations.The organization should implement necessary interventions to address aggression, such as reducing job ambiguity, improving leadership, and managing workloads. Leadership training should be provided to encourage supportive leadership, and policies ensuring fair and just treatment should be established.

Recommendations for Follow-Up Training

The organization should emphasize assertiveness training as a complement to the aggression intervention program. Integrating this training into the organization’s strategic plans will ensure that all staff members are adequately trained. The training should cover all factors contributing to aggression. During the three-week training period, staff will have opportunities to voice concerns and challenges faced while implementing the methods. The organization should also take a proactive stance against aggression, acknowledging that it hinders organizational success and staff productivity, and enforce a zero-tolerance policy.

Conclusion

In conclusion, it is crucial for organizations to implement aggression intervention and hostile environment training to ensure employee safety. Staff must learn effective ways to deescalate problematic situations without putting themselves in harm’s way. This three-week training will enable staff to understand their surroundings and improve their ability to relate and communicate with peers. Given the diverse setting of a prison, aggression intervention training will be highly beneficial. Coupled with my coursework and field experience, I will be better equipped to handle hostile situations while gaining insight into the thoughts and behaviors of my clients.

References

Bandura, A. (1973). Aggression: A social learning analysis. Englewood Cliffs, NJ: Prentice Hall.

Carré, J. M., Iselin, A. R., & Welker, K. M. (2014). Testosterone reactivity to provocation mediates the effect of early intervention on aggressive behavior. Psychological Science, 25(5), 1140-1146. https://doi.org/10.1177/0956797613520551

Chu, C. M., Daffern, M., & Ogloff, J. R. P. (2013). Predicting aggression in an acute inpatient psychiatric setting using BVC, DASA, and HCR-20 clinical scale. The Journal of Forensic Psychiatry & Psychology, 24(2), 269-285. https://doi.org/10.1080/14789949.2013.764933

Fox, N. A., Henderson, H. A., Marshall, P. J., Nichols, K. E., & Ghera, M. M. (2005). Behavioral inhibition: Linking biology and behavior within a developmental framework. Annual Review of Psychology, 56, 235-262. https://doi.org/10.1146/annurev.psych.55.090902.141532