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For the term paper - develop
the risk management plan for the nursery business you have selected.
Specially focus on this specific scenario that could happen in
your business.
Resource links that may be
helpful are:
Scenario
ASSAILANT IN NURSERY
SHOOTINGS HAD RECORD OF VIOLENCE
Court records obtained by a
local news sousrce show that the assailant in the July 28 shootings
of three people at Fragrant Nurseries in Gainesville, Florida
had a long history of domestic abuse against his wife and at
least one son, but had failed to complete court-ordered domestic
violence counseling. Nursery co-owner Bob Smith and employees
Jaun Cortez and Carolina Romerez were shot to death in the incident.
Authorities say Carlos Casarrubias, 44, the estranged spouse
of Romerez, walked into the nursery at about 11:40 a.m. that
day armed with a semi-automatic handgun. Romerez was the mother
of their six children. Cortez was described as an innocent bystander.
Smith was shot and killed after he stepped in between the assailant
and his apparent intended target, a co-worker Romerez had been
seeing. "Domestic violence is not unique to any racial,
ethnic or age group," Attorney Chris Robinson of Fisher
& Phillips LLP in Fort Lauderdale, Florida notes. He adds:
"Employers must be prepared to handle such situations before
they occur. Creating a zero tolerance policy on workplace violence,
and developing an action plan to address situations that may
arise, are both critical for the conscientious employer. Taking
action in a crisis is too late." [Based on a real case in
Boynton Beach]
Questions/Discussion
- What do you do?
- How sensitive is your company
to the negative publicity that may result from this incident?
- How aware were you of this
individual's situation and its potential?
- Did you call the police?
- Should you evacuate the facility
and/or stop operations?
- Do you have a crisis management
team?
- What drills have you done
that prepared you for this situation?
- How do you handle the confrontation?
- How are you feeling at this
point?
- What do you do with the rest
of the employees? (Evacuate?)
- Who remains on the scene?
(I.e., who are considered essential personnel?)
- What production processes
are going on that can not be shut down? How will those be handled
to allow for continuous operation?
- What are other possible outcomes
of this situation?
- Should you make changes in
the disciplinary procedures as a result of this incident?
- How do you handle phone calls
for families trying to find out information about family member(s)
working at the facility. (Provide rumor control hotline? Central
crisis number?)
- Corporate management is on
the phone. Your facility is off-line and on television. What
do you tell them?
- A reporter who has already
spoken to several coworkers asks you what changes you will make
in the disciplinary procedures as a result of this scenario.
(Select one of the participants to conduct a brief but demanding
interview.)
- How should the families of
the victims be contacted? Who should do that? What do you anticipate
their feelings or actions might be?
Debriefing and Future Preparedness
Strategies
The danger is now past. How
prepared was your facility? How will this experience change your
policies/plans for future emergencies?
- Consider stress management
options.
- Develop a protocol for employees
reporting on "irrational remarks or behavior."
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