Prevention & Preparedness

Building a Reporting Culture: Five Practical Steps Before a Concern Becomes a Crisis

“See something, say something” only works when people know what to report, where to report it, and what the organization will do with the information.

An organization can tell employees, students, members, or visitors to “say something” when they notice a concern. But unless people know what to report, where to report it, and what happens next, the slogan may not produce useful information.

The FBI’s 2025 active-shooter report included examples of potentially averted attacks that came to attention through observations and tips. DHS and U.S. Secret Service guidance likewise emphasize reporting systems, multidisciplinary assessment, and structured follow-up as important parts of targeted-violence prevention.

Five Steps Organizations Can Take

1. Give people one obvious way to report concerns

A reporting system should be easy to find and simple to explain. Depending on the organization, that may be a dedicated phone number, email address, web form, anonymous reporting system, supervisor channel, school resource officer, security office, or other clearly identified point of contact. Avoid making people guess which department owns the problem.

2. Teach people to report behavior—not labels

A useful report describes what was observed: the words used, actions taken, changes noticed, dates, locations, circumstances, and other specific facts. Labels such as “crazy,” “dangerous,” or “suspicious” provide less useful information and can introduce bias.

3. Make clear that uncertainty is acceptable

People often remain silent because they are afraid of overreacting or getting someone in trouble. Reporting should be framed as sharing information for evaluation—not declaring that someone is guilty or dangerous. The person making a report does not have to complete the threat assessment.

4. Put a multidisciplinary process behind the reporting channel

A reporting mechanism is only the front door. Organizations need a process for reviewing concerns, gathering relevant facts, determining urgency, documenting decisions, and involving the appropriate professionals. DHS describes behavioral threat assessment and management as a systematic process of identifying, inquiring, assessing, and managing potential threats.

5. Close the cultural gap

People are more likely to report concerns when leadership demonstrates that reports are taken seriously, handled responsibly, and not automatically treated as disciplinary or criminal matters. In many cases, the appropriate response may involve support, conflict resolution, supervision, mental or behavioral health resources, policy enforcement, security measures, law enforcement, or a combination of interventions.

What Should Be Reported?

Organizations should tailor guidance to their environment, but examples can include direct or indirect threats, unusual fixation on violence, marked behavioral changes, escalating grievances, concerning communications, planning or preparation activity, attempts to obtain prohibited access, repeated boundary violations, or combinations of behaviors that create concern.

Do Not Turn Examples Into a Checklist

The presence of one concerning behavior does not establish intent to commit violence. Reporting allows trained or designated personnel to evaluate behavior in context. It should not become a shortcut for profiling people who are different, unpopular, distressed, or simply unusual.

Know the Difference Between a Concern and an Emergency

A prevention reporting system does not replace emergency procedures. If violence is occurring, a weapon is present, or there is an immediate threat to life, people should follow the organization’s emergency plan and contact emergency services as appropriate. Threat assessment is designed to create opportunities earlier in the process; emergency response addresses imminent danger.

A Simple Test for Your Organization

Ask five people in different roles the same question: “If you became concerned about someone’s behavior tomorrow, exactly how would you report it?”

If you receive five different answers—or no answer at all—you have identified a prevention gap that can be fixed.

How BTAP Supports the Human Side of Prevention

Policies and reporting channels work only when people recognize that information may matter. BTAP is designed to strengthen awareness of observable behavior, meaningful changes, Inside and Outside Threats, and confrontational situations so participants are better prepared to notice when something deserves additional attention.

Sources & Further Reading

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