Destigmatizing our Practices and Policies

The tools we need to respond to mental health crises, overdoses, and other high intensity situations can be difficult to pick up when our responses to these are impacted by our personal biases and stigmatizing attitudes towards certain groups of people. 

Stigma impacts marginalized communities when accessing services and community spaces. In this section, we will be offering destigmatizing information about mental health, drug use, HIV, Hepatitis C, poverty, and houselessness as they relate to our society’s fears and rejection towards those experiencing mental health and overdose related emergencies. 

Note: in many cases, none of the experiences mentioned above are visible and known to us. When we discriminate towards someone based on what we assume about their lives, we can greatly impact our own co-workers and any patron unknowingly. 

It is important to recognize that museums and cultural spaces are for everyone. People deserve respect and access to cultural spaces at the same time as we deserve to feel safe in our workplaces. Our own preconceptions and biases may impact our perception of fear and risk when interacting with mental health and overdose related emergencies. When fear is present, we may escalate situations that could be resolved calmly. Escalation can lead to physical harm towards ourselves and those around us, and can turn deadly for those in our communities at risk of police and institutional violence (this includes people who are Black, Indigenous, of colour, 2SLGBTQIA+, disabled, mentally ill, drug users, sex workers, houseless, and who belong to other marginalized communities). 

Some things we can do:

• Implement harm reduction practices into our work
• Learn more about drug use from a place of curiosity and care
• Understand how HIV and Hep C are passed and how we can keep ourselves safe when handling drug works and cleaning fluids
• Learn to identify altered states
• Learn de-escalation and self regulation strategies

What is Harm Reduction?

Harm reduction refers to practices that support the well-being of people who use drugs. A lot of harm reduction practices are initiatives that communities of drug users have started on their own, and that have over time also begun to be offered by healthcare and other providers. 

Some examples of harm reduction are:

• Drug information sharing
• Drug testing services
• New drug use supply distribution
• Supervised consumption sites or peer supervision (spotting)
• Drug compassion clubs for safe supply distribution
• Naloxone distribution and education

It’s important when we talk about harm reduction to recognize that oftentimes the type of harm that is being avoided is not of drugs themselves, but the targeting and discriminating of people that impacts their access to housing, employment, healthcare, food and other basic needs. As well, drug prohibition contributes to an unsafe illicit drug supply, and criminalization disproportionately impacts communities that are already marginalized (Black, Indigenous, racialized, youth, disabled people, houseless people, etc.)

Drug Use

Regardless of how we personally feel about drug use, it is a fact that everyone has the right to access the services they need without being discriminated against. Drug use is a part of people’s lives for many reasons, none of which are a moral failure. We all deserve to live regardless of whether we use drugs or not. Most often than not, we can’t really tell if the people around us use substances, nor the kind of substances they use. The people we interact with on the daily may use prescribed, legalized, or illegal drugs for different reasons and that use can range from casual to daily, and from beneficial to impacting their lives. 

Workers are increasingly weary of museum patrons who may be using drugs or are high within facilities, as well as the handling of used drug works (see more information on handling used drug works and fluids in the HIV and HepC section). At times, people under the influence of substances may behave in ways that are disruptive and hard to manage. Other times, we may perceive people as disruptive or as having the potential to be based on our own biases. Remember: not everyone exhibiting behaviours perceived as inappropriate for a space or situation is under the influence, and not everyone under the influence will show signs. 

Lack of supervised consumption sites and the absence of housing and privacy are some of the reasons why people may use drugs in public spaces or in public bathrooms. For many, drug use is a need that needs to be met, and our society does not currently allow for people to meet their needs safely. Part of harm reduction is recognizing that banning drug use and making a space unfriendly to drug users will not stop drug use; it will happen whether we are aware of it or not. 

Some harm reduction approaches to the reality of drug use in our workplaces and neighbourhoods:

• If your workplace does not count with sharps containers (these are usually in bathrooms), ask that they be provided. In the case that anyone needs to dispose of sharps (includes needles and glass), they will know where they should go. It makes it safer for those handling waste, and you may encounter less misplaced sharps. 
• Become familiarized with any harm reduction service that exists in your area, including harm reduction supply distribution, drug testing services, and supervised consumption sites. These may not be available where you live, and that is an important thing to know too. Share this information with your colleagues and patrons if needed. 
• Speak to colleagues and managers about providing harm reduction information. The CATIE Ordering Centre offers free printed harm reduction information resources not only for healthcare providers and community organizations, but also educational institutions. https://orders.catie.ca/ 
• You could go a step further, and make some harm reduction supplies like injection and smoking kits available where people can discreetly grab them. New supplies stop the spread of HIV and Hep C. You may be able to source them from a local distribution centre like a clinic or peer-led space. Remember that providing safe tools for drug use is an act of care, not an “endorsement” for the distribution and consumption of drugs.
• Familiarize yourself with drugs, their effects, and how they can be consumed. Information makes us more knowledgeable and helps us break down stigma. You may be able to better support those around you with that knowledge. 
  • https://www.catie.ca/prevention-harm-reduction/information-on-substances
  • https://www.catie.ca/prevention-prevention-methods/safer-injecting-and-smoking-supplies 
• Keep naloxone supplied and ensure that staff members know how to administer it (you will learn more about this in the Responding to Medical Emergencies and Overdoses section). 

 

HIV and HepC

A common hurdle for museum and cultural workers is the lack of knowledge and experience with handling drug works such as used needles and pipes, and protecting ourselves when coming into contact with fluids. To learn how to protect ourselves, we need to know what the risk of contracting HIV and HepC is when coming into contact with fluids. 

CATIE- Canada’s source for HIV and Hepatitis C information has accurate and updated information on the basics of HIV and HepC including how they’re transmitted, treated and prevented:

https://www.catie.ca/essentials/hiv-basics

https://www.catie.ca/essentials/hepatitis-c-basics

Having the right information on HIV and HepC helps destigmatize living with these illnesses. Remember: you cannot contract HIV or HepC by simply touching a person. 

When it comes to our interaction with fluids in the workplace, these are the Canadian Public Health Association (CPHA) recommended universal precautions to help prevent passing of blood-borne infections:

• Cover cuts: Open sores or cuts should be covered with a plastic bandage.
• Wear gloves: Latex gloves can be worn as a physical barrier when there is a potential risk of coming in contact with body fluids, such as blood. New, undamaged gloves should be used each time and disposed of in a plastic garbage bag.
• Wash hands: The CPHA recommends washing hands with soap and hot water for at least 20 seconds after exposure to blood or other body fluids, after using the washroom, before preparing or eating food and after using latex gloves.
• Discard garbage: Garbage and waste should be disposed of with caution in case the garbage contains materials that have come in contact with body fluids or blood (e.g., used needles).
• Wash clothes: Soiled clothes should be stored in sealed plastic bags, and they should be washed and dried separately using hot temperatures.
• Clean up: When there is a spill of blood or another body fluid, latex gloves should be used during cleanup. The CPHA recommends cleaning up the spill with a fresh mixture of 1 part household bleach and 9 parts water.

For a more thorough understanding of universal precautions you can visit https://www.catie.ca/prevention-prevention-methods/universal-precautions

Poverty and Houselessness

It’s common to hear generalized, stigma-based assumptions about poverty and houselessness (what people look like, whether they use drugs, live with HIV/HepC, are mentally ill, etc). However, as with every other experience we’ve described above, experiences of poverty and houselessness are not all the same, nor are they a result of people’s “moral failure”. The stigmatizing of people experiencing poverty and houselessness results in people being denied access to services and spaces that ensure their survival. 

It is important that we are able to recognize the biases we have towards unhoused folks, and the policies that come from anti-houseless rhetoric. These biases can look like: 

• • Calling security or police to remove someone who is not causing any disturbances 
  • Not letting someone use a restroom otherwise available to the public 
  • Removing people for falling asleep
  • Removing people from indoor spaces if they have spent a long time inside
  • Calling security or police to remove people who sleep, camp, or hang out near museums, galleries and other spaces
  • Handling disturbances from an unhoused community member with less patience, more force, and without the aim to de-escalate or communicate with care

 

Neurological Disabilities, Mental Health and Altered States

When we see someone doing something unusual, unfamiliar or not socially acceptable, people tend to experience feelings of confusion, rejection, or fear. This can result in people being forcibly removed from a space, especially when different kinds of stigma combine (e.g. assumptions about people being under the influence of drugs and being dangerous). 

People with neurological disabilities like tourette syndrome, parkinson, autism, etc. may vocalize or move in ways that others find unacceptable for a public space (sometimes involuntarily, sometimes as a form of self-soothing or communication). 

People living with mental illnesses/disorders (e.g. anxiety, bipolar disorder, schizophrenia) may also exhibit behaviour that others may feel uneasy about. If someone is fiddling, seeming nervous, looking visibly upset, or talking to themselves, some may assume there’s a possibility of harm. That’s not always the case!

Remember: unusual or unfamiliar behaviour is not always dangerous. Being open to learning about how others experience their bodies and the world around them creates easier and safer access to museums and other spaces. We all deserve to be welcomed in a space of learning regardless of our disability and mental health status. 

 

Altered States

Generally speaking, altered states are changes in people’s state of mind, perceptions and behaviours. There are many ways an altered state can look like and come about. Some causes for these changes may include:

• Living with disorders like schizophrenia, psychosis, alzheimer, etc
• Lack of sleep 
• Lack of nourishment or water
• A present situation of bullying, harassment, surveillance or racism 
• Stress – concerns about basic needs or relational needs being met
• Physical Pain / Chronic Pain
• Grief – loss of a loved one, a career, a relationship
• Trauma Response – The environment can remind a person of a past trigger, the way something was worded can remind a person of an abusive relationship etc. 
• Substance use

Any person can find themselves in an altered state given enough challenging circumstances, and is probably even a few steps away from an altered state at any given time. Often, when we have access to privileges like money, housing, family and other material and social resources we have better chances of staying regulated. 

 

Spectrum of Altered States by Raj Gill

Signs of Mildly Altered or Distressed States:

• Boredom: Low engagement and interest, often accompanied by restlessness.
• Mild Anxiety: Low-level worry or unease, with heightened alertness and tension.
• Dissociation (Mild): A feeling of detachment or numbness, often as a response to stress or overwhelm.

Signs of Heightened Emotional States:

• Excitement/Euphoria: High energy, positive arousal, feelings of joy or thrill.
• Manic State (Hypomania/Mania): Elevated mood, high energy, racing thoughts, and impulsivity (in severe cases).
• Grief/Sadness: Intense feelings of loss or sorrow, often with physical sensations of heaviness.

Signs of Distressed and Dysregulated States:

• Panic/Severe Anxiety: High arousal, intense fear, rapid heartbeat, and difficulty focusing.
• Anger/Rage: High arousal, with strong negative emotions directed outward.
• Dissociation (Severe): Significant detachment from reality, including derealization (the world feels unreal) and depersonalization (feeling disconnected from oneself).

Signs of Severely Altered or Psychotic States:

• Psychosis: A disconnection from reality, including hallucinations, delusions, and disorganized thinking.
• Catatonia: A state of motor and behavioral immobility, often linked to severe mental illness or neurological conditions.
• Delirium: Severe confusion and disorientation, often caused by medical conditions or substances.

At times, altered states may result in disruptive or even dangerous actions from someone experiencing them (to themselves and/or others). It is important that we do not assume that an altered state is simply due “to unhealthy behaviour” or automatically means that someone is unsafe. Approaching someone experiencing an altered state with care and curiosity may help us de-escalate high intensity situations. In the following sections we will be sharing regulation strategies and de-escalation tools.

De-escalation

The objective of de-escalation is to interrupt ongoing harm, or to minimize the potential for harm. De-escalation is used when we are in high intensity situations, and where safety is at perceived risk. We also use de-escalation to attempt to connect to someone in distress or in an altered state who could benefit from care. Our goal is to manage distress, move towards safety and prioritize agency for all involved. De-escalation not only reduces our chances of receiving harm, it also reduces the chances of someone in distress experiencing unnecessary force from bystanders, security teams, police and other institutions. 

Often the barrier to being able to access our de-escalation abilities is our fear response. We may jump into freeze, flight or fight mode when we experience high intensity situations. These responses in the body are caused by the release of adrenaline and cortisol (stress hormones).  

Our fear response is a natural human instinct, but we can build our capacity to manage our fear response by:

• Using regulation tools 
• Learning how to assess risk 
• Identifying and caring for our personal trauma responses
• Recognizing and addressing unconscious bias

 

Regulation and Coping Tools

Building regulation and coping tools into your everyday life will help you practice them for high intensity situations.

These are some places to start:

• A therapist and/or a close friend you can process your feelings and experiences with. This person can help plan ways to self-soothe or self-regulate after having a difficult interaction. They can also learn to recognize signs that you feel unwell and help remind you to take time for yourself
• Reward yourself with what brings you comfort, like tv shows, places, or meals
• Physical activities that ground you and make you feel present in your body, like walks, stretches, bike rides, swims, or other kinds of exercise.
• Try other ways to connect to your body and the present, like cold showers, self-massages, or shaking your arms 
• Practicing breathing exercises
• Journaling
• Creative outlets 

Once we know how to cope with fear responses, we can apply them to potentially harmful or intense situations in our workplaces. The following are some recommended steps to follow as we identify a high intensity situation: 

AYO! NYC suggests BAPP, an easy-to-remember formula to respond to a high intensity situation:

https://www.interruptingcriminalization.com/resources-all/abolitionist-bystander-intervention-and-de-escalation-a-pocket-zine-for-youth 

We additionally recommend: 

1. Feel your feet on the ground as you pause to take a breath. Connect to your body
2. Assess whether you are experiencing a trigger based on personal experience of harm, or having a stigma-based fear response. Are you able to approach the situation at hand with curiosity and patience?
3. Remind yourself that you are two (or more) humans traversing a moment and this experience will not last forever
4. Focus on empathy and care. Does your response to the situation align with your values?

 

De-escalation Strategies

After you’ve found some ways to ground yourself, you can apply de-escalation strategies. 

The following are sourced from Interrupting Criminalization Written by JJ Skolnik and are adjusted for relevance to museums and cultural spaces.

https://www.interruptingcriminalization.com/resources-all/abolitionist-bystander-intervention-and-de-escalation-a-pocket-zine-for-youth 

 

Meet the Five Ds

For intervening when an individual is harming someone else:

DISTRACT: Good for situations in which someone is being harassed, this means approaching the person being harassed but ignoring the harasser. If you know the person, you can approach them in a regular friendly manner (“Hey, what’s up?”) If you don’t know the person, you can approach them and say something like “Excuse me, do you know what time it is?” or “Do you know where the bathrooms are?” You could also “accidentally” spill or drop something, or get in the way. This will move the focus off of the harasser and help defuse the situation. If it seems like the person might escalate the situation if spoken to directly, this is a great tactic. 

DELEGATE: Approach another person, explain the situation, and ask if they can help. This is a good tactic if there’s someone in a position of authority around: ex. manager or another employee.

DOCUMENT: Stand at a safe distance away and film the interaction on your phone. This is particularly helpful in police harassment situations; it is completely legal to film the police in a public area. DO NOT POST any video without the complete consent of the person who is being harassed; this could make things worse for them in a number of ways. But sometimes, simply having an observer there will help defuse a situation.
– Note from us: Documentation is only recommended when police are involved. Filming individuals in other cases often escalates the situation. 

DELAY: Even if there’s nothing you can do to intervene in the situation directly—sometimes things happen really fast, or it may be definitely not safe to use any of the other strategies—you can still check on the person who’s been harmed after the fact. Approach them and ask if they are okay and if there’s anything you can do to support them. You can offer to accompany them, or just sit with them for a bit. If you’ve documented the situation, ask if they’d like the documentation and what they’d like you to do with it.

DIRECT: This is the big one—intervening directly by confronting the person causing the problem. Ask yourself:

• Are you physically safe? Is the person being harassed physically safe?
• Are there people you can call on around you for help?
• Does it seem unlikely that the situation will escalate beyond what’s already happening?
• Does it seem like the person being harassed wants someone to speak up? 

If you do choose to act directly, keep it as succinct as possible, and avoid getting drawn into an argument with the person who is acting aggressively. Some examples:

• “Leave them alone.”
• “Stop right now.”
• “That’s racist/homophobic/transphobic.”
• “They don’t want to leave with you.”
• “They said stop. I’m here to support them.”

Options for Direct Confrontation

Get to We: Fostering a sense of community by using “we” statements rather than accusatory “you” statements. Examples: “We just wanted to make sure everything was okay,” “How can we resolve this together,” “We’re all just trying to get home safely,” “Why don’t we take a few steps back?”

Offer Alternatives: Instead of ordering the person to do something, ask, so that they feel that they also have choice and agency. Examples: “Why don’t we all step over here instead?,” “Could we use quieter voices?” 

Match and Lead: We mirror one another when we speak, so if someone is yelling, try approaching them at a louder volume but speaking calmly. Then, slowly get quieter as the conversation proceeds. They will generally mirror you as you do this! This will help get back to regular speaking voices, which will help defuse the situation.

Broken Record: If two people are arguing and it’s hard to get a word in, just repeating your interjection over and over can be useful—they could be so wound up that they don’t hear you, or they don’t really process what you’re saying the first few times. 

Lose to Win: Pick your battles. If your goal is safety, you might have to change your plans for the day in order to, say, get someone who’s being harassed out of the museum, and ensure they get the support they need. 

“I” Statements: Again, instead of accusatory “you” statements, reframe the situation using “I” statements. Examples: “I’m feeling worried, I just want everyone to be okay here,” “I want to help, how can I help?”

Name The Behavior: Clearly and succinctly name what the problem is, without placing blame. Example: “That’s not an okay thing to say,” versus “What did you just say?” or “You’re being rude.”

 

Direct Confrontation De-escalation Strategies from the Toolkit Authors

1. Decide on your personal intention. In many cases your personal intention may be to bring more harmony to the situation. This does not mean that everyone is going to leave perfectly happy.
2. Stay calm. Usually, speaking at an average volume is a good idea. You may want to mirror someone else’s volume if you can, but most importantly keep a calm, non-judgemental tone. 
3. If you have something you can offer the person (pop, cigarette, food) this can establish a feeling of care between you. 
4. Try to avoid aggressive body language —it’s great to be assertive, but you don’t want to go into a situation looking like you’re going to start a fight. Avoid clenched fists, yelling, making loud noises, or too much direct eye contact—some direct eye contact is good, but don’t stare someone down. Stand at an angle to the person so that they don’t feel cornered, and try to remain as calm as possible.
5. DO NOT react to probing or abusive questions (e.g. “Why do you think you’re so important ___ ? You can’t help me- Nothing will!) These questions and statements do not need direct responses, it is not about you, it is about the person expressing feelings that they have not been able to safely express. Remember to hold your ground and take a breath. 
6. Empathize with feelings (e.g. “You have every right to feel angry” “I’m sorry that you aren’t getting the support you need”)
7. Try not to talk in overly professional language or make the person feel like a patient. Less is often more when speaking. 
8. Explain limits and boundaries in a firm and respectful tone. (e.g. “I am going to do what I can to help and I do need to also _____”)
9. Give choices where possible in which both alternatives are safe ones (e.g. “I need to open this door, so I need to ask you to move. I’m happy to bring you some water to a seat over there”)
10. When possible avoid minimizing words such as “But” and “Just”
11. Do not argue or try to convince a person of your point of view. Continue to offer options if available or reaffirm a necessary boundary. 
12. Ask supportive questions only. Do not probe into people’s personal business without them sharing. (e.g. “Is there something you need right now?” Avoid specifics such as, “Where are you from?” “Where are you going?”)
13. If you are unable to build any trust or basic communication kindly reassert your boundaries. 
14. If you assess or feel that de-escalation is not working, STOP! You will know within 5 minutes if it’s beginning to work. At this point, before moving towards calling the police or any other authority, explain to the person that this is what you will have to do next and give them the autonomy to leave. 

 

High Intensity Situation Risk Assessment

A risk assessment determines the likelihood, consequences and tolerance level of possible incidents.

1. Do you have support or are you alone? 
   1. If you are alone, do you have the ability to exit the space safely or lock the door to the space if needed?
2. Who is involved in the situation? 
   1. Do you know the people involved? If you do – what tools have you discovered to support this person?
3. Take a moment to assess the state of the individuals involved 
   1. Does this person seem to be in an altered state? (reference Spectrum of Altered States section)
   2. Track body language. Is the person pulling away, avoiding eye contact or signalling they are scared? Are they clenching their fists, making intense eye contact, or signalling that they could be potentially aggressive? 
   3. Is the person incapacitated or off-balance? Are they breathing? 
   4. Could this person have a weapon on them or use a weapon?
4. Have you either been in a situation like this before, or heard a story of how someone else moved through a situation like this before? Do you have some understanding of the actions you may want to take?
5. Does the person seem responsive to empathetic communication or offering support?Can you give this person enough time and space to organically de-escalate?
6. Could the person require medical intervention? If you think so, can you ask them if they would like you to call for medical support?
7. Are there other bystanders around that are escalating the situation? Could you ask them to leave or stop drawing extra attention to the situation?

 

Who can we call when we’re unable to respond?

The de-escalation steps above give you tools and resources to manage a situation without outside assistance. If there’s still no way to create safety, you may need to call someone for further assistance. In some locations, you can call for assistance from Car 67 (Vancouver) or other mental health crisis services. Additionally, if you need support deciding what to do you can call the Crisis Line at 9-8-8. 

Before calling the police, stop and consider whether it is the right move. The following excerpt and the article it comes from provide some considerations:

“It’s imperative to account for whether police may endanger marginalized people further before involving law enforcement in conflicts. If the perpetrator or victim of harm is Black, disabled, in mental health crisis, a sex worker, or an undocumented immigrant, involving law enforcement could further escalate a situation.”

• https://www.vice.com/en/article/a-guide-to-bystander-intervention-without-calling-the-police/ 

 

Responding to Medical Emergencies and Overdoses

Responding to medical emergencies is stressful, especially without the tools to cope. Check out the Regulation and Coping Tools section in this resource for tips on managing our bodies’ responses to high stress situations.

It is recommended that you call 911 for emergency response as soon as you can when someone is experiencing a medical emergency, even when a team member is trained in First Aid or to administer naloxone. At times, police may be dispatched instead of or at the same time as other emergency responders. If you’ve called 911 for an overdose, both the caller and the person experiencing an overdose are protected by the Good Samaritan Drug Overdose Act. However, this does not mean that people will be safe from discrimination if police are dispatched to an overdose call. Remember: be aware of a person’s chance of experiencing discrimination, observe and take note of signs of violence, and record the police if you are witnessing police brutality.

Some workplaces may be open to providing naloxone training as part of professional development and as a way to introduce harm reduction and safety protocols. If it is not within your workplace’s capacity, you may be able to find community-led workshops in your area, or use a self study tool like https://towardtheheart.com/naloxone-training

 

Getting to Know our Collective and Individual Comfort and Skills

Each person’s abilities, comfort, boundaries and sense of responsibility is unique, so not every tool on how to address high intensity situations or situations that involve people in altered states will work for you or the situation. De-escalation ultimately needs to be addressed case-by-case. However, it is important that we check in with ourselves and others to gain a better understanding of our workplace’s collective and individual comfort and skills. 

These are some questions to ask ourselves and our team members:

• What abilities, comfort, boundaries and responsibilities are in the room? Keep in mind the different levels of responsibility and power present in the workplace. 
• What is your comfort level with assertive communication? Are you comfortable asking someone to leave a space, or ending a conversation?
• What is your comfort level for one-on-one support and empathetic listening to people’s stories?
• What is your comfort level with communicating with people in altered states or people using substances? 
• What emotions are hard for you to hold?
• Do you feel comfortable asking for help when you feel overwhelmed with a situation?
• What are your personal boundaries when interacting with the public? 
• Are there situations you know will trigger you?
• What kind of situations do you want to feel more confident in? How can your team support you in this?
• What stigmatizing beliefs are you working on dismantling and how?
• Are you comfortable shadowing or witnessing someone else manage a high intensity situation?

Some things you should consider:

• The level of support and energy you provide when navigating a high intensity situation in relationship to your pay grade and established responsibilities
• Whether you have been provided with protocols of how to manage a high intensity situation
• Would your workplace offer a mental health day in compensation?
• Would your employer support you in adjusting deadlines due to the need to manage this circumstance?
• Is there someone else on your team that would be better suited to manage a high intensity situation?
• Be mindful of what you offer and whether you can maintain that level of support in the long term

Remember:

We all are living under economic hardship and diminishing social services support. These conditions intensify stress and fear, so it is our responsibility as community members to live and treat people honorably, respectfully, humbly, honestly and with care. This means giving the energy we are able to when we are in a position of more privilege. 

However, we are not responsible for anything that is beyond our capacity, as we are likely to do more harm than good. We are responsible for growing our capacity to take care of our collective through lived experiences and education, but we do not want to take risks that we are not ready for. 

As much as we need to be caring and empathetic, we also need to be vigilant and mindful when interacting with a person if we feel there is potential for a risk. If there are signs of aggression and violence, take the step you need to protect yourself. A great way to understand whether you did the right thing is to reflect back with your team.