| Managing unpredictable behaviour | | | | have promised to turn over a new leaf. |
| With normal everyday behaviour, we can predict a | | | | When you become aware that someone is behaving |
| great deal. We say 'hello' and we expect someone to | | | | unpredictably, think 'defensively', i.e. think more about |
| say 'hello' back. There are many social conventions | | | | yourself and your safety than the job that you are |
| that all 'normally' behaving people comply with: if I enter | | | | supposed to be doing at the time; go on full alert |
| a waiting room in which you are already sitting, unless I | | | | immediately. If you are wrong or if things settle back to |
| know you I will sit with at least one empty chair | | | | normal, you can then relax and give more attention to |
| between us; if we are strangers, then I don't expect | | | | the job in hand. |
| you to come up and hug me; etc. | | | | Trust your intuition; it may be the only warning you'll get |
| Being able to predict gives us a certain measure of | | | | that something is not quite as it should be. It is certainly |
| control over situations; if we have a fair idea of what | | | | difficult to justify your concerns to a superior on the |
| is going to happen, then we feel more in control. Herein | | | | basis of intuition and we can be left feeling somewhat |
| lies our problem with unpredictable behaviour: we don't | | | | exposed to criticism as we try to explain that we did |
| feel in control. How can we negotiate with someone if | | | | what we did because of a 'feeling'. Despite this |
| we can't get inside their head? Thus we become | | | | difficulty, our intuition should be trusted. |
| embarrassed, or uncomfortable, or unhappy, and | | | | If ever there was a time to keep your distance, this is |
| ultimately we feel threatened. | | | | it. Be attentive, but stay out of harm's reach until you |
| If you anticipate that you are likely to meet | | | | are sure the situation is safe. |
| unpredictable behaviour, then you should certainly be | | | | Be sure you are aware of where the exit is, and that |
| taking whatever precautions you can - as a matter of | | | | you have as easy access to it as possible. Give some |
| policy, as often as possible. Thus it should be only in | | | | thought, prior to any incident occurring, to any |
| the most exceptional circumstances that staff should | | | | alternative exit, e.g. could a receptionist escape to |
| be untraceable and unsupportable to the extent that | | | | somewhere within the reception office by climbing |
| no one knows where they are, when they are likely to | | | | over the reception counter? Try it. |
| return, and what to do if they don't. | | | | Don't become too absorbed in your job. It may be |
| Although we know we should not stereotype, we | | | | important that you keep one eye on where people |
| would be foolish if we did not learn the lesson of | | | | are, what they are doing, what potential weapons are |
| previous experience with a customer, a family, a | | | | about, etc. Hence the advantage of a colleague's |
| neighbourhood or a block of flats. Never ignore any | | | | company: he or she can be monitoring the safety |
| customer's history of upsetting or dangerous behaviour | | | | aspects while you can be getting on with the job, or |
| on the grounds that it was a long time ago or that they | | | | vice versa. |