The Costs of Threats

As the meeting continued, and her task list grew, Ellie got anxious. Making any changes so close to the demonstration was risky at best. But the number and complexity of these changes meant that she would be working long hours under pressure. So she spoke up. "I'm getting a little worried," she began. "This is a lot of work, and it has to be done right or we could be in trouble."

Warner didn't miss a beat. "We'll be in bigger trouble if it doesn't get done."

Threatening was one of Warner's favorite tactics, and Ellie had had enough. So she called him on it. "Oh? What kind of trouble?"

Warner escalated. "Do you like having a job?"

Ellie and Warner were now officially in a tangle — one of the many serious consequences of using threats as a tool of influence. Their relationship had been in tatters for a while, in part because of Warner's persistent use of threats.

People use threats
because threats seem to
be extremely cheapPeople use threats because threats seem to be extremely cheap, if they work. Threats can achieve quick results for very little effort. All you have to do is deliver the threat. But the real costs are high, and they're often invisible to those who threaten.

Eroded credibility

To maintain the credibility of the threat tactic, occasional demonstrations are necessary. But since the goal of most threateners is influence or compliance, and since the threatened typically do comply, opportunities to carry out personal threats are rare. Over time, the threatener's credibility inevitably erodes.

Damaged relationships

Threats erode our sense of safety. They reduce our willingness to disclose anything that might add to our sense of fear. These conditions lead to distrust and speculation, and they make healthy relationships difficult.

Feelings of resentment

When threats are personal, as Ellie experienced with Warren, they can lead to resentment and an I'll-show-them attitude. For instance, the threatened might engage in conspiracies of silence or even of action. Those less comfortable with overtly destructive acts might choose passively destructive acts, such as withholding information about problems for which they aren't directly responsible.

Decline in motivation and creativity

People who feel threatened might begin to husband their output, reserving it for use when they need to respond to the next threat. Certainly the atmosphere on the job becomes unpleasant, and the thrills become hard to find. The threatened often adopt a get-through-the-day attitude.

If you're subjected to threats at work, and you notice the effects on your level of joy, do what you can to lift yourself above it. Recognize the emptiness of the threatener's toolkit, and resolve to find a different way to influence people yourself.

If you use threats now and then, I hope you'll look for alternatives. Or else.  Top    Next Issue

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!

One form of threat people feel comfortable using is the indirect threat. The comfort comes from the ambiguity of the threat; if "caught," the threatener can claim, "Oh, I didn't mean that." Despite the indirectness, the threat is still destructive. For more on indirectness, see "The True Costs of Indirectness," Point Lookout for November 29, 2006.

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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.

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See also Workplace Bullying and Workplace Bullying for more related articles.

Forthcoming issues of Point Lookout

Coming December 11: White Water Rafting as a Metaphor for Group Development

Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.

And on December 18: Subgrouping and Conway's Law

When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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