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On this page:
- Anger management field exploding
- Postal Worker Convicted for Assault on Customer
- Before Conflict: Preventing Aggressive Behavior
- Going Postal" and Beyond: Part I -Dynamics Triggering Workplace Violence
- Two-Year Independent Postal Commission Study Finds: “Going Postal” Is a Myth“
- Workplace Homicides by Current or Former Postal Employees, 1986-1999
The Anger Trap :  Free Yourself from the Frustrations that Sabotage Your Life

Postal Service signs contract with Anger Management Firm (2/29/04)

"George Anderson  is a trained psychotherapist and founder and president of Anderson & Anderson, an anger management firm with an office in Lawndale California. Anderson served  as an adviser for the film 'Anger Management.'

Anderson's classes typically teach participants how to recognize their anger and then use relaxation methods to calm themselves. Employees referred to Anderson usually attend 10 counseling sessions, often as a contingent requirement for continued employment.

Depending on the situation, sometimes the company covers the expense and sometimes it comes out of the employee's pocket, Anderson said.

Another of Anderson's primary functions is training facilitators nationwide who can either enact programs within their corporations or at consulting services that contract with companies.

The U.S. Postal Service, frequently the butt of many workplace anger jokes and a few outbursts of workplace-related violence, recently decided to train its in-house facilitators and disperse them to facilities nationwide.

An official with the Postal Service's National Center for Employee Development in Norman, Okla., confirmed that a contract had been signed with Anderson's firm, but would not comment on the record, saying that the program was in its trial phase.

. Once an initial batch of facilitators had been trained, the Postal Service would evaluate the program's effectiveness, the official said. He noted there was no specific push for the implementation of the course, saying only that like any large corporation, the Postal Service has many employees who deal with stressful situations." (source: Daily Breeze)

United States Postal Services
National Center For Employee Development
2701 E. Imhoff Road
Norman, Oklahoma 73071.

Program Highlights: Emotional intelligence, anger management, stress management and communication training for governmental agencies nationwide

NCED is now offering Emotional Intelligence in the workplace Facilitator training. The EI facilitators training program utilizes a nationally recognized curriculum. This curriculum follows the Anderson & Anderson model. NCED has adopted the Anderson and Anderson model which is the only curriculum that is accepted by the California and Texas pardon and parole boards and the Department of Corrections. The Anderson model is also used by the United States Postal Service, schools, after school programs, mental health programs, colleges, universities, prisons, jails, employee assistance programs as well as organizational training for business and corporations. It is also utilized in other countries including: Canada, Mexico, Ireland, Bermuda, Philippines, England, Guam, Korea, Russia, Italy and Malaysia. This curriculum focuses on four major areas of study. Stress management, communication, anger management and emotional intelligence.


Endorsement: "George Anderson's Anger Management Workbook has been an extraordinary resource in my work doing anger management groups for the U.S. Postal Service. By helping employees to learn how to reduce their stress, delay the expression of their anger, and then communicate their anger effectively, this workbook has decreased workplace violence and absenteeism. In addition to the workplace, many employees recommend this workbook to anyone doing anger management work."---Craig Perman-Weisman, Ph.D.

(information compiled  from several sources)

According to some anger management specialists, "Anger is complex, and now viewed as a secondary emotion that all human beings experience and find confusing. Anger causes confusion because it is often viewed as a behavior. It is equated with violence, withholding, demanding, aggression, meanness, hurt, and/or cruelty rather than as a feeling."

Living Together in the Workplace
Coexisting peacefully and harmoniously isn't always easy--especially when you're sharing a items or space at work. But it can be done. It only requires a little common courtesy when using shared territory and equipment, and a little respect for other people's sensibilities and personal space. To express  "anger"  toward co-worker (s) or customer (s) may lead to some form of  disciplinary action. postalreporter has set up a discussion board to explore some of the issues associated with "Living in the Workplace"
( for carriers, clerks, maintenance, mail handlers, supervisors, motor vehicle, support, postmasters, IT or coming in contact with customers , working in office settings (such as unions, secretarial or any position within the postal infrastructure). Let others know what can be done to create a harmonious co-existence in the workplace. This is not for psychoanalysis or the like. But mainly to facilitate dialogue in an effort that maybe--- just maybe someone reading the responses will be enlightened . Sidenote: Over the years many postal workers have lost their jobs due to unnecessary conflicts with others. Our battle today is not with each other or customers. Just something to think about ....

Anger management field exploding

Into this stewing societal caldron has come "anger management," whose aim is to teach people to handle hot emotions without losing control. Courses lay out how to deal with anger in the moment - a strategy that promises to improve personal relationships and lessen the chance of blowing up and getting fired or tossed in jail.

Into this stewing societal caldron has come "anger management," whose aim is to teach people to handle hot emotions without losing control. The past doesn't matter so much, as it does with psychotherapy, as the "now." Courses lay out how to deal with anger in the moment — a strategy that promises to improve personal relationships and lessen the chance of blowing up and getting fired or tossed in jail.

In recent years, the workplace, long-suffering spouses and the judicial system are chiefly responsible each year for channeling tens of thousands into anger management classes - and those figures are expected to rise

In the last couple of years, more and more business and governmental organizations have enlisted anger management services not only to treat hotheaded employees but also to stave off problems before they emerge. Federal postal workers, state prison guards and business leaders - who can pay more than $2,500 for one-on-one "coaching" - have taken workshops and seminars for anger management. Some medical schools, such as the University of Miami's, are putting medical students through special training to help them better cope with their own - and their patients' - anger.

The judicial system has created the biggest demand for anger management training. Judges across the country use the programs as a means to ease overcrowding in prisons and jails, and unclog courtroom calendars, said Pam Hollenhorst, associate director of the Institute of Legal Studies at the University of Wisconsin in Madison, who led one of the few comprehensive studies of anger management research. It may cost a county jail from $50 to $100 a day to lock up a defendant for road rage, physical assaults or disturbing the peace. Or the courts can release the defendant and order him to enroll in an anger management course.

"For these kinds of offenses, I think the courts were finding that putting someone in jail for two to six months wasn't doing the trick," said Jerry Deffenbacher, a professor of psychology at Colorado State University who studies anger and anger management.

Anger management classes can vary quite a bit, but most share basic principles of psychology - understanding, identifying and learning to control angry emotions and employing relaxation techniques to minimize the physiological responses to anger.

Most classes help clients decide what is worth getting angry over and what isn't. And when anger is appropriate, how to behave assertively - not aggressively and destructively - to get what you want. Programs, which may last from 10 weeks to almost a year, cost from $150 to about $1,000.

Published January 19, 2004

November 25, 2003

Postal Worker Ordered to take Anger Management Classes

LOS ANGELES – A United States postal worker was ordered to take anger management classes for slamming a customer against a stamp machine at a South Los Angeles post office, after the customer failed to return a pen that had been used to file a complaint against the employee, City Attorney Rocky Delgadillo announced.

William Bernard Wilcox, 45, pleaded no contest to one count of battery in Division 52 of Los Angeles Superior Court on November 21. Judge Richard Walmark sentenced Wilcox to 24 months probation and 25 days Cal Trans. Wilcox was also ordered to complete 24 hours of anger management counseling sessions and stay away orders were issued for the victim and place of the arrest.

On September 22, at the US Post Office at 3600 S. Vermont, a dispute arose between a postal customer and Wilcox over the cost of a service. The customer borrowed a pen to make a complaint against Wilcox, who at the time refused to provide her with his name.

After the transaction, the customer started to leave the post office still in possession of Wilcox pen, according to Deputy City Attorney Nicole S. Berrenson, who handled the case. Wilcox left his post to confront the customer and demand the return of his pen.

An argument ensued as Wilcox yelled at the customer grabbing her by the neck and slamming her against a stamp machine and snapping the pen in half. Wilcox needed to be pulled off the victim by other postal workers and customers, Berrenson added.

source: http://www.lacity.org/atty/attypress/attyattypress6915597_11252003.pdf


Buy at Amazon!Before Conflict: Preventing Aggressive Behavior In Before Conflict: Preventing Aggressive Behavior, John Byrnes gets to the heart of the concept of aggression prevention. Rather than look strictly at violence and all its implications - fatalities, crime, and assault - Byrnes instead chooses to look ahead, in order to prevent violence rather than simply to act in reaction to it. By using a unique methodology of ""Aggression Management,"" those responsible for the safety of others may circumvent the standard practice of mere ""conflict resolution"" by dealing with the problem before it creates conflict. The result empowers the reader to stop problems before they even develop. Recommended for anyone responsible for the safety of others." About The Author (posted 11/25/03)

John D. Byrnes
,coined the phrase "Aggression Management." Organizations come to Dr. Byrnes because he is the leading authority on preventing aggression in the workplace and in schools. He has conducted Aggression Management Workshops for some of the nation's largest employers, among them the United States Postal Service.

Comments on The Arts of Aggression Management  from postal employees

On the other hand, Lisa Bingham, a professor in Indiana University's School of Public and Environmental Affairs  does a type of research that wouldn't appear to pose much risk to subjects. She surveys U.S. Postal Service workers to gauge the effectiveness of mediation of employment disputes.

Bingham co-founded The Indiana Conflict Resolution Institute

Conflict Management and USPS Supervisors-This dissertation research explores how USPS Supervisors manage conflict in the workplace. A target group of supervisors was randomly selected from the main postal plant facility in Indianapolis, Indiana. These USPS supervisors were interviewed about their conflict management techniques and strategies and the impact of training and mediation on these practices. Lisa Marie Napoli completed and successfully defended the dissertation. She is currently preparing additional publications from this dissertation research:

Mediating Employment Disputes at the United States Postal Service

USPS Supervisors and Conflict Management Techniques:

Conflict Management Techniques in the Workplace: the United States Postal Service-For several years, the Institute has been involved with a comprehensive evaluation of the USPS employment mediation program, REDRESS® (Resolve Employment Disputes Reach Equitable Solutions Swiftly). This massive research project entails evaluation of two related programs, REDRESS® I and REDRESS® II.

United States Postal Service (USPS) – The National REDRESS® Evaluation Project-Indiana University

Disclaimer: The article below is providing insight and postalreporter in no way endorses its content. postalreporter found this article on the internet by conducting research on another issue. (5/25/03)

Mark Gorkin, LICSW, a psychotherapist and nationally recognized speaker, trainer, consultant and author, reflects on his experience as a stress and violence prevention consultant for the US Postal Service (according to the website) and other organizations. Gorkin also highlights key pressure points -- policies, procedures and personalities -- that contribute to a dangerously dysfunctional work environment.

 "Going Postal" and Beyond Part I: Dynamics Triggering Workplace Violence-StressDoc.com
 "Going Postal" Part II: A Profile of the Violence-Prone Personality--StressDoc.com
 "Going Postal" Part III: Reducing the Risk of Workplace Violence--StressDoc.com

"Going Postal" and Beyond: Part I -Dynamics Triggering Workplace Violence

In the wake of the Atlanta day trading shootings, a mental health professional emailed me about dealing with the aftereffects. As I was mulling over the question, I had to place cause before effect. Memories were stirred of stress and critical incident consulting work with the US Postal Service and other federal agencies and corporations. And before jumping to conclusions, some of the specific "Postal" incidents (e.g., the first two on the list) involved postal employees being robbed and attacked by non-postal aggressors: 1) a carrier on a delivery route held up at knife point, 2) a female warehouse worker raped in an employee parking lot, 3) a supervisor receiving telephone death threats (perhaps involving a jealous triangle with the boyfriend of an another employee), and 4) a postal employee, a former Green Beret, making threats in his psychiatrist's office to kill two fellow workers for being "slackers."

Three Key Hazardous Workplace Issues

Some questions must be reckoned with: a) are there incidence-prone work environments?, b) is there a violence-prone personality profile? and c) are their steps managers and all employees can take to reduce the numbers of violent incidents.

As a means for engaging with the first issue and aspects of the other two, let me grapple with the most frequently asked question when people discover my critical incident specialist background: Why is there so much violence in the postal service? (I was a postal stress and violence prevention consultant from the early to the mid-90s.) Actually, I don't know if statistically there is more violence in the US Postal Service than in other large companies or federal agencies. Most folks don't realize that the Postal Service, apart from the Defense Department as a whole, is the largest employer in the United States (if not the world). As of a couple of years ago, there were about 800,000 postal employees. In light of the numbers, periodic incidents of violence are not that surprising. Also, because almost all US residents use and depend on the USPS, I suspect there's a greater sense of personal identification (if not perceived vulnerability) with postal shootings.

Still, with these conditions and caveats in mind, what are critical factors that contribute to a hazardous, occasionally lethal, work environment for postal employees? And while focusing on a predisposition for "going postal," none should be smug. A number of these dynamics exist in a myriad of work settings.

Top Ten Postal Pressure Points

1. Fishbowl Pressure. To insure the protection and privacy of the mail, many postal employees are frequently being watched through above the workfloor viewing stations, two-way mirrors, etc. Not surprisingly, this kind of surveillance can induce its own brand of suspiciousness. Initially, in my rounds as a stress consultant, people were reluctant to talk with me. They assumed I was a postal inspector or a narcotics agent.

2. Mail Mania. You have to be in "the belly of the beast," that is, on the workfloor of a huge Postal Processing and Distribution Plant, to appreciate the fact that the mail and handling the mail NEVER STOPS! It's a 24-7 operation and the time- and task-driven nature of the business inevitably creates stress. Not surprisingly, for some folks, such as yours truly, the midnight shift is a never-ending nightmare. Believe me, holding testy 3am management-supervisor meetings, dealing with racial tension or helping to defuse a volatile manager, supervisor or employee took a toll. I developed high blood pressure. Perhaps one night a week from 9pm-6am precluded ever adapting. But I think some people are just biorhythmically out of kilter working when the sun don't shine. And I believe the data overall indicates greater numbers of medical problems and even somewhat shorter life spans from years toiling on the "graveyard shift." Is there a message here?

3. Overtime. A related pressure in light of cost cutting and price stabilization goals, is running a lean-and-mean postal ship. A consequence is less hiring of new, especially, full-time employees and more overtime for existing workers. Overtime is definitely double-edged. The pay is very good. Alas, sometimes too much of a good thing may create real problems. While it's usually voluntary, too many become dependent on constant overtime just to keep up with their monthly payments and charges. So overtime becomes a necessity.

I witnessed way stressed employees because of insufficient sleep and prolonged work hours. And I won't even bring up Christmas Rush when you have to have a dire emergency to be excused from overtime.

4. High Pay and Nontransferable Skills. Ironically, one of the factors that may contribute to a volatile job/career situation is that many postal employees receive high wages for basically blue collar skills. For this they have strong union representation to thank. However, such a scenario can create stress in a couple of ways: 1) for some, their skills are very postalized and do not readily transfer to other industries and 2) many blue collar folks would not easily replicate their earning power outside the postal service if they did find an equivalent position.

So people experiencing some boredom or job dissatisfaction may be averse to making a career change. They don't fireproof their life with variety. It's a formula for burning out or burning up! And combined with the aforementioned indebtedness, one can imagine such an individual psychologically "losing it" if their uncommon bread-winning postal position, for whatever reason, was in jeopardy.

5. Protective Unions and Management Networks. Postal unions are often in a double-edged position. In addition to advocating for wages and benefits, they rightfully need to challenge abusive, incompetent, or unprofessional management that threatens employees' fair wages, rights or their ability to perform safely and effectively. The dark side of this advocacy role is covering for union members who have serious work performance and/or behavioral problems. (The "as long as you show up your safe" standard.)

Unfortunately, I've also seen management play into this dysfunctional scenario. One example, mentioned earlier, is the station manager who overlooked or minimized the incessant, if not intimidating, razzing of two colleagues by the hard working ex-Green Beret employer along with a cohort. I suspect the postal manager allowed this disturbed postal worker to act out some of his (the manager's) anger toward "the slackers." The manager justified his not referring "the slackers" to the Employee Assistance Program (EAP) because of a previous unsatisfactory EAP experience. This EAP encounter had occurred years earlier and was not even in the same state.

In addition to an unprofessional or an inadequate manager, akin to union protection excess, there is the destructive "good old boy" (and sometimes girl) management network. This system continues to promote, rotate (to another plant or station), deny the level of incompetence or emotional problem of and/or give another chance to individuals who should not be in management slots.

6. Employee-Manager Personality Profile. Again, one keeps coming back to the double-edged nature of the Postal Service. It has a reputation of providing employment opportunities for minorities and for folks on the psychosocial margins. The USPS has also always welcomed ex-military personnel, giving them extra points on the job application/exam process. Sometimes this influx makes for a volatile mix. My speculation - literary if not literal - is that you have a convergence of folks: from the Marine Corps to the inner city hard core (and plenty of country boys as well). One group often reveres authority, the other groups mistrust it. And numbers within all segments come from cultures where weapons use and violence are not foreign to their social world.

This combustible ground is not confined to supervisor-employee relations. I'll never forget the time a plant manager, a fairly charismatic leader who was building more open, trusting relations with the union and employees called me (the stress consultant) into his office. This man, a former submarine commander, not able to sit, on the verge of tears, verbally replayed an absolutely outrageous, screamingly abusive telephone attack he had been subjected to by a high up executive at L'Enfant Plaza, Postal Headquarters. This Plant Manager's numbers weren't "good enough." This was verbal and emotional battering of the most despicable kind. A culture that still tolerates or is infected by such toxicity at the upper levels is a danger to all concerned. Toxins flow downward and invariably poison the organizational ambiance. The Postal Service, to its credit, continues trying to eradicate such destructive postal "stress carriers." Alas, it's a long, hard fight.

7. Destabilizing Effects of Downsizing. In addition to a "do more with less" environment, the postal restructuring in the '90s created stress in two fundamental ways. In the short-term, job/career transition centers that were supposed to provide positive motivation for employees, supervisors and managers without a position often had the opposite effect. These folks needed less corporate cheerleading/positive motivation and more venting, grieving and healing. As one up-and-coming employee derailed from her management fast track cried: "I once had a career path. Then this boulder fell from the sky and crushed it." You think this process can generate feelings of betrayal, abandonment…rage?! And as with every reorganization process for which I've consulted -- not just the USPS - the inevitable uncertainly, the rumor mill, the intentional or not misinformation only fuels fear and resentment.

Another consequence of the restructuring (the workforce was reduced by 50,000, but it was not called a downsizing; this voodoo semantics also grates on people) was the removal of numbers, if not layers, of supervisors and managers. The plus of such a step is a more direct chain of command and more efficient, hopefully, two-way information flow and collaborative problem-solving. Also, some that needed to cease and desist as managers did so. The downside, of course, is the critical loss of senior people with invaluable hands on experience and a sense of corporate history. The latter, for example, may help an organization avoid always having to reinvent the wheel. Too often, inexperienced or dysfunctional supervisors would replace effective veteran supervisors before the team had a chance to digest the change. Clearly, this is a formula for tension and conflict right out of the starting gate for a work group. And this destabilizing supervisory merry-go-round appeared to be a chronic issue, not just a glitch in response to major restructuring.

8. Reliance On Temps. Another structural change in the spirit of cost-cutting was the dependence on temporary workers. Invariably, in a strong union shop, there will be tension generated between regulars and part-timers or temps. First, there's the sense of being treated like a second class citizen. Next, regulars objected when they felt temps were taking away their overtime hours. At the same time, regulars also believed temps were excused from taking on some onerous tasks. Clearly, this primes a sibling-stepchild rivalry scenario. Is big authority playing one group against the other to divert each from focusing on a common antagonist, that is, upper management?

Finally, the uncertainty for temps was chronic: would they ever become regulars? The time process was often strung out; people felt they were twisting in the wind.

9. Partially Disabled/Chronically Injured Employees. For a significant number of employees, repetitive motion injuries - such as back problems from chronic lifting to carpal tunnel from constant data processing - was as predictable as black lung disease for coal miners. Relatively few employees seemed to gain disability discharge. Many of these working wounded were assigned to book shelf-like work stations where they would repair damaged letters or hand file mail not suitable for mass sorting or posting. Often these folks with straining pain thresholds complained about the productivity expectations, limited rest breaks, etc., that management imposed. The formula seemed to be no pain, no gainful employment.

In turn, management often felt there were plenty of slackers amongst these employees. (And truth be told, some were.) To prevent wandering and inappropriate socializing these folks were also confined to a leper colony-like bounded area. Again, at times, I sensed some managers almost encouraged regular employees to scapegoat these "protected" workers who weren't really earning their salary. The disabled were also a chronic mirror for what could happen to "you" -- the currently non-debilitated employee. I encountered several workers who played down and worked with serious pain rather than risk the stigma of even temporary banishment to the colony for the "damaged goods." This was a festering sore on the workfloor.

10. Us vs. Them. The obvious divisions at the Processing & Distribution Plant were architectural, hierarchical and racial in nature. In the Tower were air-conditioned modern offices for managers and high tech workers along with more white than black employees. (Fortunately, the demographics were diversifying.) The workfloor was sweaty, dusty, noisy; a darkly cavernous, beware of being run over by a whizzing cart or truck world. The three huge, much larger than a football field, workfloors, were overwhelmingly staffed by minorities. The plant was not called "The Postal Plantation" for nothing.

In a racially diverse climate that involves people working in close quarters and that tolerates a high degree of razzing to break up workplace monotony, it takes an aware and skillful management to prevent these discordant elements from becoming frighteningly fractious. In one station, scratched car windows and hoods was wisely seen as a harbinger of even more hostile postal tidings. Professional conflict intervention short-circuited accelerating racial tension.

While focusing on hazardous workplace conditions and dynamics in the Postal Service, clearly, these danger signs are not limited to the USPS. As the recent events in Atlanta make clear, violence in the workplace is as American as apple pie or, at least, as prevalent as mismanagement, emotionally troubled employees, dysfunctional working conditions and readily available handguns.

The Dirty Dozen

Let's conclude with a capsule of key components of "A Dangerously Dysfunctional Work Environment":

1. From TLC to TNC. Work environment driven by "time, numbers and crises" not by "tender loving care." Beware a philosophy that extols customers as kings while treating employees as peasants; it's a formula for revolt, inertia or sabotage.

2. Rapid and Unpredictable Change. Can be either a downsizing or expansionary mode. Unstable leadership and work force; adjusting to new personnel; loss of wisdom. Rules and procedures don't appear to be operational; "the book" has lost some critical pages. Chronic uncertainty from lack of timely information or from communication not perceived as genuine or accurate.

3. Destructive Communication Style. Excessively aggressive, condescending, explosive or passive aggressive styles of communication; excessive workfloor razzing or scapegoating. Managers talking over employees; nobody truly listening. Either defensive counterattacking or robotic groupthinking.

4. Authoritarian Leadership. Rigid, militaristic mind set; "superiors" vs. "subordinates" or "inferiors." Typical slogans: "You don't get paid to think" or "My way or the highway." Leaders blow up if challenged and break up any participatory decision-making or team building efforts.

5. Defensive Attitude. Dismissive attitude and atmosphere regarding feedback; little interest in evaluation of people and policies. Only numbers count. Not safe to give feedback; people quick to feel disrespected or rejected. Yelling or intimidation or, conversely, avoidance, preferred ways of dealing with conflict.

6. Double Standard. Different policies and procedures, bias in application, for management and employees, blue collar or white collar, racial or sexual discrimination -- "Workfloor vs. Tower" dichotomy. Double standard also manifests as management gets substantial training or support for dealing with change processes and employees get minimal orientation and ongoing support.

7. Unresolved Grievances. No mechanisms or only adversarial ones -- "us vs. them" -- to settle grievances. Or, dysfunctional individuals protected or ignored because of contractual provisions, red tape, old boy network or union cover, etc.

8. Emotionally Troubled Personnel. Management not actively assisting, in a timely manner, troubled employee to get needed help; preferably voluntarily or through a supervisory mandate for EAP counseling. Not professionally engaging the troubled employee (or supervisor, etc.) can create a tumor for the work team -- scapegoating, loss of respect for leader, apathy and lowered morale, etc.

9. Repetitive, Boring Work. Not just assembly line syndrome. Also, "The Bjorn Bored Syndrome": When Mastery times Monotony provides an index of Misery! Your niche of success becomes the ditch of excess and stagnation. Lack of opportunity for job rotation or not enough new blood coming into the system. (Also, see hazardous setting below.)

10. Faulty Equipment/Deficient Training. Equipment or procedures (or lack of same) that don't allow people to work effectively or efficiently…and then workers are criticized for not being productive. Also, rapidly inundating people with new equipment and operational standards while not providing sufficient time and resources for successful startup.

11. Hazardous Setting. Disruptive ambient work conditions -- temperature, air quality, repetitive motion issues, overcrowded space, problematic noise levels, excessive overtime, nocturnal schedule and interrupted sleep, etc. Personnel shortage results in lack of backup resulting in potentially dangerous work expectations and conditions.

12. Culture of Violence. Culture or past history of individual and/or violence and abuse. Violent or explosive role models. Alcohol and drug abuse; employees with lingering Post-Traumatic Stress Disorder (PTSD).

Hopefully, this essay provides a slightly larger than life portrait of a hazardous work environment. While "blue" in tint, the "white collar" world also needs to pay heed. No matter the color, these dysfunctional workplaces both overtly drain and frustrate employees and generate a smoldering background. A seemingly trivial event can set off a chronically stressed, troubled individual. Of course, some folks are ready to go even in the best of environments. The numbers of "the working wounded" from all walks of life is truly troubling. The companion piece will examine in greater detail a composite profile of an explosive personality. It will also target intervention strategies for reducing, if not preventing, violence prone conditions and "postal" eruptions. Until then, of course…Practice Safe Stress!

August 1986: Pat Sherrill, a postal worker about to be fired, shoots 14 people dead and kills himself at a post office in Edmond, Oklahoma. This is one of the cases that lead to the coining of the phrase "going postal". Although the US Postal Service is perceived as having a high likelihood of spree killings, in reality more shootings take place in burger bars than in postal offices

Two-Year Independent Postal Commission Study Finds: "Going Postal" Is a Myth

Below is a summary of the report. (posted December 15, 2002)

According to the August 2000 report of the independent United States Postal Service Commission on A Safe and Secure Workplace,(pdf) “Going Postal” is a myth. The report concluded that postal workers are no more likely to physically assault, sexually harass or verbally abuse their coworkers than other employees in the national workforce.

This report was prepared by The National Center on Addiction and Substance Abuse (CASA) at Columbia University. The report came out of a two-year study that found that postal workers are only a third as likely as other individuals in the workforce to be victims of homicide at work.

Retail workers are eight times likelier than postal employees to be homicide victims at work and taxi drivers are 150 times likelier than letter carriers to be homicide victims at work.

This report includes the most comprehensive survey ever conducted of violence in the American workforce. Of the nearly 12,000 postal workers and 3,000 employees surveyed in the national survey, one in 20 workers were physically assaulted at work in the past year. More than one in six employees were sexually harassed at work (14% of postal workers and 16% of those in the national workforce. Approximately one third of all workers reported being verbally abused at work.

The Commission also found that postal workers were no more likely than other workers to be victims of physical assault by co-workers. Interestingly enough, postal workers were found to be less likely to be victims of physical assault by outsiders.

Postmaster General William J. Henderson established the independent commission in 1998. The goal was to develop steps that the Postal Service could take to make its post offices and related facilities as safe as possible.

The Commission survey found postal employees to be less angry, aggressive, hostile, depressed and stressed than those workers in the national workforce. The study also found postal workers to be better at coping. Postal employees’ attitudes about work, management, and co-workers are no more negative than those employees in the national workforce.

Although postal workers were nearly six times more likely than the national workforce to believe that they are more likely to be victims of violence, the reality is that the likelihood is almost the same (4% vs. 3%). Postal workers reported being less confident in management’s fairness and honesty (37% vs. 60%) and postal workers did not agree that their employer takes action to protect them (52% vs. 70%).

In the final analysis, the Commission found that the U.S. Postal Service has comprehensive violence prevention programs but execution needs improving. It was also found that the backlog of grievances and dual compensation system cause friction within the organization. Several recommendations were made for USPS management, unions, and management associations. These include:

  • Continuing to set up violence prevention programs already in place and address underlying sources of friction
  • Screen job applicants more carefully for potential violence
  • Clarify policy of zero tolerance for violence and improve employee understanding of the policy
  • Continue violence awareness training for employees with unions having a greater role
  • Assure that warning signals are heeded by improving operation of local teams established to assess threats of violence and respond to violent crises.
  • Improve security by establishing a communications system for carriers, especially in high-crime and remote areas.
  • Assure employees of the confidentiality of the employee assistance program and encourage joint local management/union oversight of the program
  • Limit potential for violence during and after employee terminations by training managers and union official show to handle terminations
  • Increase training to improve interpersonal skills of managers and strengthen incentives to focus managers’ attention on the work environment.

More excerpts from the report...

Attitudes and Psychological Characteristics of Workers

Postal workers are less angry, aggressive, hostile, depressed, and stressed than those in the national workforce, and they are better able to cope. However, postal workers have more negative attitudes about work, managers, and coworkers:

Characteristics of the Postal Workforce

Compared with the national civilian labor force, postal employees are more likely to be male (63 vs.54 percent); less likely to be White (65 vs. 78 percent); twice as likely to be Black (22 vs. 10 percent); about as likely to be Hispanic (7 vs. 8 percent); and more likely to be Asian or other races (7 vs. 3 percent). Compared with the national workforce, postal employees are more likely to be married (68 vs. 59 percent); less likely to be college graduates (21 vs. 37 percent); and more likely to be over age 44 (53 vs. 36 percent). Postal employees are less likely than the national workforce to work a day shift (68 vs. 82 percent). The postal workforce is remarkably stable. Postal employees are twice as likely as the national workforce to have worked for their employer for more than ten years (59 vs. 29 percent).

"Going Postal"

"Going postal" has become pejorative popular shorthand for employee violence. There is a movie called "Going Postal" and a computer game called "Postal." The American Dialect Society selected the phrase as a word of the year for 1995.11 Journalists and comedians make liberal use of the phrase, and stereotypes of violent postal workers are common in ordinary conversation as well. A bumper sticker reads, "Guns don't kill people, postal workers do."12 A 1999 Washington Post headline for a story on workplace violence read, "'Going Postal' Hits the Private Sector."13 A column about electronic postage concluded, "One benefit is that it keeps you out of the post office. You never know what is going to happen in those places these days."14 A St. Louis sportswriter facetiously proposed the "United States Post Office Employee Award" for a football player who attacked an official.15 The phrase has also begun a secondary life as a headline for postal news of any kind. Examples include, "Going Postal Over Latest Rate Increase,"16 and "Truck Doors Go Postal; Mail Spills."17 Numerous cheerful "going postal" headlines followed the Tour de France victories by the USPS-sponsored bicycle team. Many postal employees have stories to tell of off-hand comments from strangers. Boarding an airplane while wearing a shirt with a USPS logo, a postal manager was greeted by one pilot saying to another "You need to watch her. She is one of those post office employees."18 Postal employees do not think the jokes are funny. They resent the phrase and the image. Many feel the media focuses unfairly on the Postal Service. One rural carrier expressed a typical view: "We are vulnerable because we are such a large employer. It becomes a hot issue for the headlines, but there is no greater frequency here compared to the population." Some employees say they are embarrassed to tell people where they work because of the violent stereotype.

Chart 5: Workplace Homicides by Current or Former Postal Employees, 1986-1999