The aftermath of fatal violence incidents: Why organisational measures were successful and why they their effects diminished

Abstract

In 2013, an employee at a human service office in Norway was killed by a service recipient. Fast forward to 2021, another murder took place. As is often the case after recurring unwanted events, questions arose in the public debate regarding the human service organisation’s measures to counteract violence and why it could still occur, even after thorough evaluation and efforts made to improve working conditions. This article addresses these questions by delving into safety measures and efforts within the organisation and adopting an organisational perspective on the complexities of maintaining a robust violence prevention framework over time. 82 qualitative interviews were conducted with 101 managers and employees from different organisational levels and locations nationwide, in addition to a few with employees from partner organisations. A perceived effect of implemented measures and fewer violence incidents indicate a successful initiative. Nevertheless, the focus on violence prevention diminished gradually and safety issues were not addressed in new plans for organising and developing the organisation and its services. The work against violence was also characterised by fragmentation. This decline is attributed to shifting priorities caused by both internal and external conditions. The study illustrates the importance of studying safety improvements over a time span long enough to consider whether short-term effects are lasting when faced with shifting priorities originating from institutional conditions and focusing events influencing public debate and political legitimacy.