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Tag Archives: Dr. Larry Barton

The Grievance Collector: America’s Next Mass Murderer?

12 Tuesday Feb 2013

Posted by Paul Kiser in Business, Crime, Crisis Management, Human Resources, Relationships, Respect, Violence in the Workplace

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Dr. Larry Barton, Dr. Willard Gaylin, grievance collecting, grievance collector, school violence, Violence, Violence in the Workplace

No one can predict the next mass murderer, but a grievance collector is a loaded gun

No one can predict the next mass murderer, but a grievance collector is a loaded gun

The next mass murderer will likely:

  • be male
  • be a loner or recently have become more introverted
  • have a mental health issue
  • have an interest in violence or violent acts
  • have easy access to guns and ammunition
  • experience some kind of trigger incident
  • be a grievance collector

Despite the ability to identify key traits, no one can reliably predict a mass murderer before they act. The warning signs that predict a violent tendency can be found in millions of people but very few will actually go to the extreme of harming another person.

However, the last trait, “grievance collecting,” is consistent enough among mass murderers that the public should be aware of its significance in predicting violent behavior. In case after case, the person pulling the trigger in a mass public shooting has kept a list of ‘wrongs’ against him and has difficulty in moving past the grievances he has with his employer, his co-workers, his family, his government, his life, and/or his God.

Dr. Willard Gaylin, psychiatrist, author, bioethicist

Dr. Willard Gaylin, psychiatrist, author, bioethicist

In his 2004 book, Hatred: The Psychological Descent Into Violence, Psychiatrist and Bioethicist, Dr. Willard Gaylin describes the Grievance Collector:

A grievance collector will move from the passive assumption of deprivation and low expectancy common to most paranoid personalities to a more aggressive mode. He will not endure passively his deprived state; he will occupy himself with accumulating evidence of his misfortunes and locating the sources.

Dr. Gaylin continues:

Grievance collectors are distrustful and provocative, convinced they are always taken advantage of and given less than their fair share.

Dr. Gaylin also points out that a grievance collector may have been truly wronged, which is oddly comforting because it confirms his overwhelming belief that his lot in life is to be the loser. In some cases the grievance collector has followed a process of appeal, which may be less about achieving resolution, but rather is an opportunity to confirm the list of wrongs against him culminating in the loss of the appeal. Workplace and family violence can sometimes occur soon after a legal or appeal process has reached a conclusion.

To prevent a grievance collector from becoming the next mass murderer, people should be sensitive to the friend, co-worker, or acquaintance who seems preoccupied with the unfairness of the world and how he has been made a victim. Critical warning signs could be a heightened interest in guns, and/or discussion of committing a violent act (even if it is delivered as a joke.) In some cases the person might withdraw from friends, co-workers, and family. This could be a sign that the person is contemplating violence and is in a spiral of self-justification that avoids an independent perspective on the situation.

Dr. Gaylin also suggests that the grievance collector often has a history of feeling inadequate that may have originated in family dynamics with a skewed distribution of love and attention to some children, but not others. Because the root of the issue may track back to childhood, the grievance collector may lack a basic ability to recover from a new injustice without extended psychological counselling. Ultimately, treatment may be the only option that avoids a body count.

(A special note of thanks to Dr. Larry Barton, Crisis Management and Violence in the Workplace expert. While not specifically quoted, much of my awareness of  violence in the workplace issues has been thanks to countless hours on the road with him and role-playing in his seminars.)

Training for the Worst Case Scenario

16 Tuesday Mar 2010

Posted by Paul Kiser in Crisis Management, Human Resources, Lessons of Life, Management Practices, Violence in the Workplace

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Crisis Management, Dr. Larry Barton, Education, Seminar, Violence in the Workplace

Tomorrow I fly to Philadelphia to put 26 Master’s degree students in a worst case scenario.  I’ve been doing this for over 10 years with Dr. Larry Barton, who is an expert in Crisis Management and Violence in the Workplace issues.  Dr. Barton and I have worked together for Disney, ABC, ESPN, Target, Nike, Merck, and several other companies.

Larry Barton - Crisis Management Expert (www.larrybarton.com)

Dr. Barton has written several books and has an endless number of case studies of workplace violence.  As the expert, he organizes the seminars and is the instructor.  I try to make it real.

In each case my job is to give the person or team the worst case scenario.  Sometimes I am the troubled employee that is ready to commit a violent act and take them with me.  Sometimes I am one of two ’employees’ that are in conflict the Threat Assessment Team has to figure out who is stalking whom.

In Philadelphia I get to do the fun role.  I am the CEO who has just taken over a company and the students, (all of them have jobs in the real world), have to interview with me to keep their job.  At the end of the day we debrief and I let them know who goes, who stays, and why.  I try to make the scenario as real as possible.  To do that I have to create a back story in my mind of what type of person my character is, his management style, what he values, and what he dislikes.

Like all worst case scenarios, the students are never told in advance what they will be undergoing.  It is safe to say if you’re in a seminar with Dr. Barton and I walk in, the day is going to be stressful.  It used to be stressful for me also, but I have gotten to a comfort level with challenging people in an educational setting.

Paul Kiser

As a potential violent employee I control the situation, which is similar to real life, but I always hope that I truly am the worst case they will ever experience in simulation or in real life.  The goal of the seminar is to help the participants recognize a problem and deal with it before it becomes a crisis.

As the take-over CEO I ask the probing questions, but the student must present themselves in a manner that they feel will help preserve his or her job….or not.  I always try to keep the scenario positive and give the students reasons to want to stay with the new company, but in order to keep it real I let them know that my expectations will not be the same that they had with their old company.  I have had situations where the student didn’t even care if they kept their real-life job, so pretending to keep a job in a simulated environment was impossible for them.

The interesting thing about the exercise is that I get to know the students as real people and often I find myself wishing that I would have the opportunity to work with them in a non-simulated environment.  Going through a stressful situation brings people closer, just like real life.

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