I became interested in this topic based on events that took place this week at the Undergraduate Library. Two male patrons were engaged in a verbal confrontation, which almost led to a physical confrontation. The more aggressive patron shouted at the other male patron with many obscenities. Observing the aggressive nature of the man, the calmer patron decided to walk away and leave the library. Just as he was making his departure from the library, I was ending my phone call with public safety. During the confrontation, it was very obvious to me that the men were community users and not students of Wayne State. It didn’t make much difference, but that was something I had observed early from the situation. Honestly, I sat in my seat completely shocked and surprised by what appeared to be happening before my eyes. Besides that, some of the patrons within that area had been disturbed by what was happening around them. I didn’t think of that until, one young lady asked me to call public safety. Numerous times in my training or in conversation I’ve been told should anything arise to call public safety. The idea of actually dialing public safety at that moment absconded from my memory completely.
Next, as the evening progressed the aggressive patron continued to stay in the library for a couple more hours. Some of the remainder of his time was spent making very random and loud outbursts. This time, I dialed the number to public safety without having anyone tell me to do so. Of course by the time I was on the phone with someone the patron was making his way out of the library for the evening. After those two incidents I began to consider the patron to be a “problem patron”. In fact, my last impression of the man was that he was indeed a problem patron, until I read Slavick’s article.
One of the key points Slavick mentions is that “only after you’ve mastered your emotions can you rely on the policies and procedures that your organization has created to best deal with the unpredictable scenarios your patrons might represent (Slavick, 2009). Granted, because this is only my third week of working the reference desk at the UGL I am still learning the policies and procedures. Most of my colleagues were insisting to call public safety should any “problems” arise. Today, as I was sharing the event with a staff member, she gave me advice that I hadn’t previously been offered. She recommended if patrons are disrupting the environment, notify someone at the access desk who could then alert one of the monitors.
Also, Slavick goes further into the types of patrons and their different issues. Whether the patrons are homeless; suffering from substance abuse; or inflicted with mental, emotional, or physical illness, these circumstances do not by their nature equate to disturbing behavior. There must be some trigger, or some specific issue that irritates these patrons from reacting in ways that disturb others from working in peace (Slavick, 2009).
Finally, looking back on the confrontation between the two men helped me to consider new things. Yes, the more aggressive patron was loud and causing a scene, which attracted much attention to the situation. On the other hand, what was the other man saying to get him so upset, and on the verge of becoming physical? No, I couldn’t hear what the calmer patron was saying, but he could’ve been antagonizing the other man. I will never know what provoked the one patron in such away to become so verbal and defensive. In the future, partly due to Slavick’s article, I know that you can’t make assumptions about whom/what may cause “problem situations.”
Slavick, S. (2009). Problem Situations, not Problem Patrons. Public Libraries, 48(6), 38-42.
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