In Part I of this exploration, we examined three tactics for causing other people to lose control. Skill in recognizing these tactics in the moment is helpful to anyone intent on remaining calm and resisting the urge to attack or to respond to insults in kind. But there are two other consequences of this kind of awareness. First, bystanders who recognize the tactics of manipulation are well equipped to intervene to halt the fracas before it expands. Second, and even more important, a general awareness of widespread ability to recognize these toxic behaviors is a deterrent to anyone considering employing them.
With these advantages in mind, consider four more examples.
- Although interrupting others is widely regarded as rude, the effects of being interrupted vary from person to person. Interruptions can be so upsetting that graceless retaliation is difficult to avoid. And repeated, staccato interruption — badgering — can lead to angry outbursts by the person interrupted.
- When startled, we're more likely to respond gracelessly. To exploit this, an attacker might approach a target stealthily from behind, and suddenly, and apparently affectionately, throw an arm around the target's shoulders. Or the attacker might enter the target's office unannounced at particularly inopportune moments. These methods use invasions of the target's personal space to induce fear responses. Personal space invasions are especially effective if the attacker has physically assaulted or threatened the target — or anyone known to the target — in the past.
- Mock taunting or needling
- To taunt is to provoke or ridicule with hurtful remarks. A mock taunt is a taunt delivered as if in jest, possibly with a wink or smile. Sometimes we call this behavior "needling." Attackers using this tactic expect their targets to be offended because the targets disregard the humorous wrapper. They expect bystanders to be duped by that wrapper. To bystanders, targets who respond gracelessly to the taunt then seem to be thin-skinned. The attacker can then deny intentionally inflicting pain, saying, "I didn't mean anything by it," or, "Can't you take a joke?" or "I didn't realize you were so touchy."
- Ambush, especially in Ambush, especially in public,
depletes the target's ability
to maintain composurepublic, depletes the target's ability to maintain composure by surprising the target in some way that threatens his or her ability to perform. For example, if the target is presenting to a small group virtually, and each remote site was to have received accompanying materials to be distributed in hardcopy, the attacker might deliver to some sites draft versions instead of the final versions, which might appear to be an honest mistake. The confusion can rattle the target, who then might not deal well with the attacker's probing or potentially embarrassing questions during the presentation.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenNnlkOnESDkmUUNgkner@ChacPHeHXOBhQFWyauRboCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Conflict Management:
- Peace's Pieces
- Just as important as keeping the peace with your colleagues is making peace again when it has been broken
by strife. Nations have peace treaties. People make up. Here are some tips for making up.
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- Directed Attention Fatigue
- Humans have a limited capacity to concentrate attention on thought-intensive tasks. After a time, we
must rest and renew. Most brainwork jobs aren't designed with this in mind.
Forthcoming issues of Point Lookout
- Coming January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
- And on February 7: Nine Brainstorming Demotivators: II
- Brainstorming sessions produce output of notoriously variable quality. Understanding what compromises quality can help elevate it. Here's Part II of a set of nine phenomena that can limit the quality of contributions to brainstorming sessions. Available here and by RSS on February 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentEQjdHOflgtPHstcner@ChacyeveyXcHvvjTlMehoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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. Here's a date for this program: