Violence, Preparedness, and the Modern Workplace: Why Organisations Can No Longer Ignore Active Threat Risks

Workplace violence is no longer viewed as a rare or isolated risk. Across the United Kingdom, incidents of violence at work have continued to rise, while organisations globally are confronting increasingly complex operating environments shaped by geopolitical tensions, social volatility, insider threats, economic uncertainty, and growing societal polarisation.

In this episode of The International Risk Podcast, Dominic Bowen speaks with security professional Michael Julian, creator of the A.L.I.V.E. Active Shooter Survival Training programme, about how organisations can better prepare for physical threats, recognise behavioural warning signs, and build cultures capable of responding effectively under pressure.

At the centre of the discussion is a simple but uncomfortable reality: many organisations have invested heavily in cyber resilience and information security while remaining significantly underprepared for physical violence. Michael argues that this gap stems partly from denial. Violence is psychologically difficult to confront, and many organisations still view it as something unlikely to happen within their own environments.

Recognising the Warning Signs Before Violence Escalates

A major focus of the episode is the pathway towards violence and the behavioural indicators that often emerge beforehand. Michael explains that workplace violence rarely appears without warning. Instead, it frequently develops through a process involving emotional pressure, grievance, instability, or psychological crisis.

One of the most important indicators, he argues, is behavioural change. Sudden aggression, emotional volatility, withdrawal, visible distress, or significant deviations from someone’s normal behaviour may all indicate that an individual is struggling psychologically or approaching a crisis point.

The discussion highlights that intervention does not always require formal security escalation. In many cases, prevention begins through ordinary human interaction. Michael describes how simple conversations rooted in empathy and attentiveness can reduce pressure before situations deteriorate further. Managers, colleagues, and organisations that create environments where people feel seen and heard may be better positioned to identify risk early and intervene constructively.

Why Traditional Training Often Falls Short

The episode also examines why workplace violence training frequently fails to prepare people effectively for real-world incidents. Michael criticises approaches that rely heavily on generic presentations, passive compliance exercises, or overly theoretical instruction. According to him, effective preparedness requires psychological conditioning rather than simple awareness.

One of the central challenges during violent incidents is the human tendency to freeze under extreme stress. Michael argues that many people fail to act not because they lack intelligence or awareness, but because sudden violence overwhelms their cognitive processing. Without mental rehearsal beforehand, individuals often struggle to make decisions quickly enough during a crisis.

To address this, his training incorporates scenario-based visualisation exercises designed to mentally prepare participants for rapidly evolving situations. By rehearsing different threat scenarios cognitively before a crisis occurs, participants are encouraged to develop faster and more decisive responses under pressure.

Understanding the A.L.I.V.E. Framework

Central to the discussion is Michael Julian’s A.L.I.V.E. framework, which stands for Assess, Leave, Impede, Violence, and Expose. The framework is designed to guide individuals through decision-making during active threat situations.

The first stage, Assess, focuses on recognising the threat and preventing psychological paralysis. Michael stresses the importance of remaining mentally functional long enough to process what is happening and determine the safest course of action.

Leave refers to removing oneself from danger wherever possible, while Impede focuses on creating barriers, distance, or concealment that slow an attacker’s progress and increase survivability.

The Violence stage addresses situations where defensive force may become necessary for survival. Michael acknowledges that many organisations remain uncomfortable discussing violence directly, but argues that individuals must be psychologically prepared to defend themselves or others if no other options remain.

Finally, Expose refers to carefully revealing one’s position only when it is genuinely safe to do so, recognising that confusion during active incidents can continue even after the immediate threat appears to have passed.

The Wider Social and Geopolitical Context

The conversation also situates workplace violence within broader societal and geopolitical trends. Dominic Bowen and Michael Julian discuss how social fragmentation, political polarisation, economic insecurity, and workplace stress increasingly shape organisational security environments.

Michael raises particular concerns about the future effects of artificial intelligence and automation. He argues that large-scale technological displacement could intensify social instability, particularly if individuals lose not only employment but also professional identity and financial security. In his view, these pressures may contribute to rising frustration, hopelessness, and potentially violence over the coming decade.

The episode suggests that organisations can no longer separate workplace security from wider societal conditions. External pressures increasingly shape internal organisational risks, employee wellbeing, and crisis management challenges.

Preparedness Versus False Confidence

A recurring theme throughout the discussion is the distinction between confidence and preparedness. Michael argues that many organisations mistakenly assume that because violence has not yet occurred within their environment, they are inherently safe. In reality, he suggests that this mindset can create dangerous complacency.

True preparedness, according to Michael, comes from acknowledging uncomfortable realities, planning for worst-case scenarios, and ensuring that employees are psychologically and operationally ready to respond under pressure. Organisations that invest in realistic preparedness measures are likely to be significantly more resilient during crises than those relying on assumptions of safety.

Ultimately, the episode frames workplace violence preparedness not as an exercise in fear, but as one of resilience, awareness, and organisational responsibility. As physical threat risks continue to evolve, organisations may increasingly find that proactive preparation is no longer optional, but essential to long-term resilience and employee safety