Defining Aggressive Behaviours

Defining Aggressive Behaviours

1. Introduction – Why Better Definitions Matter

Many organisations struggle to collect usable data on workplace incidents due to broad, confusing definitions of occupational violence and aggression (OVA). Reporting systems that treat abusive language, threats, and physical assault as a single category often lack clarity, making it hard to identify trends, act on issues, or measure improvements accurately. That’s why Holland Thomas advocates using four distinct, operational definitions, each with examples, for a clearer safety conversation framework.

If these situations sound familiar, staff feeling unsupported after incidents, inconsistent reporting, or lack of clarity during debriefings, then you’ll benefit from this framework.

2. Four Clear Definitions of OVA

Some elements for consideration in your four definitions:

Occupational Violence and Aggression

Here are two examples from Worksafe Victoria:

“Work-related violence means incidents in which a person is abused, threatened or assaulted in circumstances relating to their work. It includes verbal abuse, threats and physical attack.”

“Occupational violence and aggression is when a person is abused, threatened or assaulted in a situation related to their work.”

Abusive Language

Abusive Language is when a person forcefully insults, criticises, or denounces someone else.

Further points:

    • Abusive language is a destructive form of communication intended to harm the other person.
    • Abusive language is usually characterised by anger and hostility.
    • Abusive language may be spoken (e.g., yelling or delivered quietly) or written (e.g., in a letter, email or social media).

Examples:

Yelling; offensive remarks; slurs about gender / race / sexuality; name-calling; continuous criticism; swearing; offensive remarks regarding someone’s intelligence or body; humiliation in public or in private.

Threats and Threatening Behaviour

Threats and threatening behaviour is communication, delivered verbally, physically (eg. through intimidating actions or behaviours) or in writing (hard or soft copy), that causes a person to believe that a person(s), property and/or reputation, are in danger of being harmed.

Further points:

    • The person(s) being threatened might be the person to whom the threat is made, a 3rd party such as a colleague or family member, or even the person making the threat (eg. self-harm).
    • The threat may be actual or implied.
    • The carrying out of the threatened harm will be conditional on something being done or not done.
    • The threat may or may not cause the recipient to be fearful (though the element of fear may be required for legal interventions).
    • The ability or intent to carry out the threat is not a requirement for it to be deemed a threat (though the ability and/or intent to carry out the threat may to be required for legal interventions).

Examples:

“If you don’t do what I’m asking, I will bash you”.
“If you don’t do it the way I want, then I will slap you.”
“I am going to hurt myself.” The unstated condition is “if you don’t leave / do something / stop doing something” then I am going to hurt myself.

Physical Assault

Physical attack means “a direct or indirect application of force by a person to the body of, or clothing or equipment worn by, another person, where that application creates a risk to health and safety”.
Department of Human Services (DHS). (2007). Preventing occupational violence in Victorian health services, a policy and framework resource kit, Victorian Government Department of Human Services, Melbourne Victoria. www.health.vic.gov.au/nursing/promoting/noviolence

The layman’s definition Holland Thomas uses for physical assault is “any unwelcome physical contact”.

Further points:

    • The context in which the physical contact occurs will determine whether the physical contact is a physical assault.
    • Intent to carry out the physical assault is not a requirement for it to be deemed a physical assault (though the intent to carry out the physical assault may be required for legal interventions).
    • Consideration should be given to clarifying whether the physical assault has to make contact. That is, is throwing a punch a physical assault? Or does the punch have to make contact with the employee for it to be a physical assault? We suggest both are recorded as an incident involving physical assault. Even though the physical harm from the punch that did not make contact with the employee would presumably be less, the psychological harm could still be significant.
    • “Physical assault” and “physical attack” are often used interchangeably.

Examples:

Slapping; kicking; punching; pinching; scratching; squeezing; biting; spitting; pulling hair; inappropriate touching; groping; hitting with an object; throwing an object that strikes the target; stabbing; shooting.

All of these examples can be of a non-sexual or a sexual nature. When incidents are of a sexual nature, the person completing the incident report should be able to indicate this on the incident report form.

3. Why Distinguish These Categories?

  • Improved reporting accuracy: Staff can classify each incident properly and leaders can act decisively.
  • Targeted interventions: Different behaviours require different strategies, for example, de‑escalation training for threats vs early emotional support post-assault.
  • Better data analysis: Understand which type of incidents are rising or decreasing, and assess effectiveness of interventions.

4. A Simple Framework for Safety Conversations

Using these definitions, organisations can build a structured process:

  1. Train staff on each definition with clear examples and boundaries.
  2. Label incidents using defined categories when reporting.
  3. Analyse data per category to identify patterns.
  4. Allocate responses , verbal abuse incidents: coaching & conflict resolution; physical assaults: investigation & wellbeing support.
  5. Provide debriefing and follow‑up consistent with the category, ensuring staff feel heard and supported.

5. Common Pitfalls

  • Use “abusive language” instead of “verbal abuse” as “verbal abuse” is typically used to refer to abusive language delivered verbally or in writing.
  • Avoid confusing terminology: If you use “verbal abuse” not “verbal assault”, and use “physical assault” rather than “physical abuse”, to reduce confusion.
  • Don’t bundle categories: Lumped categories dilute data value and allow serious issues to go unnoticed.
  • Encourage reporting even if no injury: A threat without physical harm still needs follow-up.

6. Building Your Own OVA Framework

To build or refine your incident-management framework:

  • Define terms clearly: occupational violence and aggression, abusive language (or verbal abuse), threats, physical assault.
  • Incorporate into policy: Ensure definitions and responsibilities are embedded in organisational protocols.
  • Educate staff: Include case-based training to illustrate each type of behaviour.
  • Establish reporting and review mechanisms: Regularly audit and discuss categories to check alignment and identify trends.
  • Evaluate interventions: Measure outcomes: reduction in incidents, staff wellbeing, team cohesion.

7. Benefits for Organisation, Managers & Staff

Using this refined approach delivers practical advantages:

  • Reduced risk and incident costs through proactive interventions.
  • Improved organisational reputation, OHS compliance, and culture of care.
  • Enhanced staff wellbeing: they feel safer, listened to, and supported.
  • Increased confidence and skill through clear guidelines and training.

8. Final Thoughts

Occupational violence and aggression is never “just part of the job.”

By defining distinct categories: abusive language, threats, and physical assault, you create clarity for reporting, response and prevention.

Better definitions lead to actionable safety systems. Consistent use of this framework builds trust, improves culture and supports staff retention.

 

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Travis Holland

Travis Holland
Managing Director
Holland Thomas

Should you wish to discuss strategies to improve your staff’s safety in their work environment, please feel welcome to contact Holland Thomas.

Passionate about creating safer workplaces our goal is to enhance wellbeing for all concerned, whilst also delivering improved operational and financial performance.

This blog draws on our years of experience delivering our M.A.B.™ Staff Safety Training (Contextualised Prevention and Management of Aggressive Behaviours) across Australia, and the development of My Safety Buddy, our smartphone app and web portal based lone worker safety system.