We conduct meetings to facilitate collaboration. We collaborate because we believe that groups have more and better answers and insights than individuals do. But some meeting chairs take a different approach. Instead of eliciting contributions from everyone, these bully chairs impose their own views on the group, limiting the contributions of the attendees.
To impose their will successfully, they cloak their intentions in the appearance of collaboration. They find ways to make the imposition of their will seem necessary and proper. Here's Part II of a collection of tactics used by bully chairs. See "When the Chair Is a Bully: I," Point Lookout for June 20, 2012, and "When the Chair Is a Bully: III," Point Lookout for July 4, 2012, for more.
- Ejecting those regarded as challengers
- Since bully chairs often have influence over the attendee list, they can sometimes choose not to invite those they regard as troublemakers. If the definition of making trouble is disagreeing with the chair, or criticizing positions that the chair favors, group decision quality suffers.
- When an attendee stops attending, and you suspect that the absence is a result of the chair's actions, the meeting is deprived of the contributions of someone who was initially regarded as a valuable contributor. Log these incidents. They contribute to the picture of the bullying pattern, and they demonstrate how the bullying is degrading the meeting's performance.
- Limiting the participation of those who cannot be ejected
- Social, political, or organizational structures protect some attendees from ejection by the chair. Nevertheless, the chair might be able to limit attendee participation in ways that seem innocent or constructive. For instance, the chair might delegate to a carefully selected "task force" the responsibility for making a recommendation to the meeting as a whole. That recommendation might then be subjected to limited discussion, which constrains disfavored attendees as they try to modulate the recommendation.
- By themselves, these tactics don't support charges of bullying. But in the context of an array of tactics targeted at disfavored individuals, they can be convincing evidence of the chair's abuse of power.
- Abusing technology to limit participation
- A more modern tactic for limiting participation Instead of eliciting contributions
from everyone, bully chairs impose
their own views on the groupof disfavored attendees entails moving meeting discussions to electronic media that the disfavored attendees cannot access conveniently or cannot access with regularity, or which they do not have time to learn how to use effectively. This tactic has the appearance of fairness, but still manages to limit the effectiveness of the disfavored.
- These decisions can help demonstrate the chair's bias if the chair has strongly advocated for using the technologies over the strenuous objections of the disfavored. The chair's actions become more clearly questionable if incorrect decisions result from inadequate airing of issues due to technology-based restriction of the participation of disfavored attendees.
We conclude this examination of the tactics of bully chairs next time, with a discussion of tactics that exploit the form of the meeting. First in this series | Next in this series Top Next Issue
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More articles on Workplace Bullying:
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
- So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some
guidelines for tactics to bring it to a close.
Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
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Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.