Crisis and Aggression, Limitation and Management (CALM) training - a training programme on aggression management
Author(s):  J. Perkins.& D. Leadbetter                                                 Country: United Kingdom
Is the intervention sector specific?	No
Is the intervention usable with different enterprise sizes?	Yes
Is the intervention equally applicable to both genders?	Yes
Is the intervention based on theory?	Yes
Can the intervention approach be adapted/ tailored?	No
Does the intervention promote CSR and how?	The intervention was not explicitly linked to responsible business practices although it does promote safety in the workplace and employee well-being.
Does the intervention promote social dialogue and how?	No, the intervention did not promote social dialogue.
Overview (including risk assessment and law – legal requirements etc.): The CALM (Crisis, Aggression, Limitation and Management) training programme is an approach to aggression management that employs an ecological perspective which views aggression as an interaction between individual pathology and the environment. CALM promotes an approach to behavioural control based on the systematic analysis and assessment of the underlying mechanisms of behaviour and assumes that a whole organisation approach, involving policy development and staff support are key determinants of workplace safety.
Implementation: The CALM model includes a hierarchical five-level system of physical intervention training based on non-aversive principles with a last resort emphasis. It promotes an approach to behavioural control, based on the systematic analysis and assessment of the underpinning functions of behaviour. Training involves of a 2-day physical intervention programme.
Practical applications: According to the authors, the CALM model is used by many Scottish councils as well as a range of other organisations across the UK.
Innovative aspects:   The CALM philosophy rejects the popular notion that individual staff competence is the sole determinant of safe practice, and alternatively promotes the notion that safe practice requires a coherent agency approach. Consequently, the CALM training programme is based on a “systems” or “whole organisation” approach aimed to ensure effective action at all levels of the organisation.
Evaluation (including process issues, outcomes and sustainability): Evaluation of CALM training was conducted in education settings in Scotland with school children that had severe and complex learning difficulties. The study was set to examine the appropriateness of the CALM system for use in educational settings. A questionnaire was developed to explore staff stress, coping styles and attitudes towards the use of physical intervention. There were pre-training, post-training and 6 month follow-up stages. Semi-structured interviews were conducted. A random sample was gathered including all ages and one employee per school class. In addition to interviews and the questionnaire administration, researchers also used school logbook data regarding violence incidents.
Benefits (including cost effectiveness): The evaluation of the CALM method demonstrated that staff acquired a deeper knowledge of the physical intervention techniques immediately following the initial training session. At six month follow-up this knowledge had diminished slightly. The majority of staff reported increased confidence as a result of the training. The use of verbal de-escalation techniques demonstrated a significant increase. The theory module developed increased awareness of legal aspects relating to the use of physical restraint interventions. There was increased willingness to intervene into potentially violent situations.
References: Perkins, J. & Leadbetter D (2002). An evaluation of aggression management training in a special educational setting. Emotional and Behavioural Difficulties, 7(1,) 19-34
Comments:   From staff self-report measures, stress levels and psychological coping strategies had not altered in any way. The lack of supporting action by school and departmental managers was identified as a key inhibiting factor. Trained staff got the reputation of being more of an expert than other employees in violent situations (which is not always a good thing). Every employee should have confidence and authority to intervene into possibly dangerous situations.