Why train? Compatible and incompatible institutional logics in violence prevention and management training

•Violence prevention and management training consist of several complementary and incompatible institutional logics.•Conflicting logics within training and practice might slow down decision making and violene prevention but awareness of this dilemma might ignite progress.•Especially workviolence as both a service issue and a working condition issue is a duality that needs to be acknowledged.•The recognition of this current problem is a significant step that must be taken by the professional, administrative, and political leadership. A critical component of ensuring safe workplaces is training in preventing and managing violent behavior. This article examines the institutional logics underpinning such training programs, investigating their design, rationale, and impact on everyday practices within human services. Despite extensive research on the content, effects, and experiences of these training programs, there is a notable gap in understanding the rationale behind their development. This study aims to fill this gap by exploring why violence prevention and management training is structured as it is and how institutional logics affect training and practice. This research identifies seven institutional logics that shape these programs through an in-depth qualitative analysis of three Norwegian human service training programs – encompassing mental health care, child welfare services, and Norway’s national welfare agency. Some of the logics are complementary. Others are incompatible, leading to significant practical implications. Data collection included qualitative document analysis and interviews with representatives from the training communities. The study contributes to a better understanding of the factors influencing the training program design and influence, not the least, by underscoring their duality as measures of improving service delivery and ensuring safe working conditions.