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This paper presents a brief overview of the research project conducted during the preparation of the national guidance document Safer Working in the Community: A guide for NHS managers and staff on reducing the risks from violence and aggression. (RCN and NHS Executive, 1998). An integrated organizational approach was adopted, seeking risk reduction measures at the levels of the organisation, the work team and the individual, and encompassing prevention and preparation before incidents occur, timely reaction when incidents happen, and rehabilitation and learning after incidents have occurred. Five main domains were considered: trust policies and organizational arrangements; normal working practices; emergency action procedures; post-incident procedures, and staff training. Information was gathered from academic, professional and guidance literature, documentation from healthcare trusts, trades unions and professional associations, and interviews with practitioner, managerial and support staff in a wide range of disciplines. Findings indicated that matters requiring particular attention were: commitment of senior management; generation and communication of policies; discrepancies in perception between managers and practitioners; provision for risk assessment; training provision; staffing, resources and equipment; ability to meet patient expectations; sharing of safety information; traceability and communication away from base; accessing help; emergency procedures; incident reporting; post-incident support; and trauma debriefing and counselling.

For 20% of a sample of 1,078 violent incidents reported in British bars and pubs, another incident was reported at the same premises within 6 months. Log-survival analysis revealed nonrandom sequences that demonstrate a system memory effect separate from any biases involving particular venues. The rate of reoccurrence was not constant during the 6 months following incidents but was significantly higher for Weeks 1-4, approximated to the mean value for Weeks 5-12, and declined for Weeks 13-26. Reoccurrence was particularly likely in the first 3-4 days after an incident. Risk of reoccurrence was further increased for incidents that involved either threats or the exit and return of the assailants within that original incident. Results support the view that "violence breeds violence" and demonstrate the need for increased staff vigilance for up to 12 weeks following a violent incident, and particularly during the first few days and weeks.

The implementation of new technology in the workplace has produced some negative responses from employers. Two field surveys investigating the prevalence of repetitive VDU work in the UK are discussed and responses from four categories of workers – data entry operators, administrators, programmers and supervisors – are analysed. Critical psychological variables show that in all cases data entry operators gave more extreme (worse) responses than any other group. It is concluded that there appears to be widespread evidence of more routine menial tasks having been created as a result of the introduction of new technology. Guidelines regarding the use of VDUs, especially over protracted periods, are advocated, with the introduction of timely rest breaks.