Do Something--He's About to Snap (HBR Case Study and Commentary)

Lynne Tabor, an IT manager at manufacturing giant MMI, has a great team. Everyone works hard and gets along, except Max Dyer, a talented programmer who is terrible in the interpersonal skills department. Three years ago Tabor reworked his job after employees complained that he was unengaged and even belligerent. Since then, he's been a solid worker, putting in extra hours and meriting good performance evaluations. But recently, Dyer's coworkers have noticed a change for the worse in him. Everyone at MMI is on edge after a round of layoffs. Reports of a workplace shooting in Seattle are all over the news. One coworker finds Max pinning up a certificate from a shooting range in his cubicle, and another worries that they will all end up as statistics of office violence. They want to know how Tabor plans to ensure their safety. Dyer thinks his coworkers are out to get him. They believe he fits the profile of a man on the edge. But what can Tabor do about an employee who has never made so much as a veiled threat to anyone? In R0307A and R0307Z, commentators James Alan Fox, a professor of criminal justice at Northeastern University; Steve Kaufer, a cofounder of the Workplace Violence Research Institute; Christine Pearson, a management professor at Thunderbird; Christine Porath, a professor of management and organizational behavior at the University of Southern California's Marshall School of Business; and Ronald Schouten, the director of the Law and Psychiatry Service at Massachusetts General Hospital, offer advice on this fictional case study.

• Interpersonal skills
• Hiring and recruitment
• Workplace health and safety