Threats at work are toxic. They create anger, breed fear, destroy relationships, undermine trust, increase turnover, increase demands for pay, stimulate theft and fraud, degrade production quality, and introduce delays and foot-dragging through passive resistance.
Yet people use threats because they believe they work. There are those who believe that threats motivate; that a little bit of fear gets a lot of extra production. Indeed, I do believe that I could produce a study that would buttress this belief — if you?ll allow me to choose the population studied, and if you?ll permit me to ignore long-term effects.
But we live in a world in which we must account for long-term effects, and we cannot choose the population we work with. In that world, threats don't actually work.
Since we can't end the use of threats, we'd best learn to work around them. Here's Part I of a short catalog of threats, the particular kinds of consequences they create, and suggestions for dealing with them.
- Non-Violent physical threats
- Non-violent physical threats are intended to arouse in the target a fear of physical harm. They include looming over the target, standing too close, touching (especially by surprise), surrounding (by several parties), or cornering.
- Sometimes physical threats are outside the awareness of the target. For example, a tall person can loom over one of shorter stature with little risk of being accused of threatening because the configuration is "natural."
- If you sense that a physical threat — even a subtle physical threat — is in progress, exit the situation with dispatch. Leave the room or walk away if you can. If you lack a real excuse, make one up. When dealing with people who take advantage of their height, try to arrange for seated conversations. If you choose to remain in a physically threatening configuration, understand the likely inevitability of escalation of the nature and severity of the threat, either in the moment, or over a series of similar incidents.
- No dessert for you
- If you sense that a physical
threat — even a subtle physical
threat — is in progress,
exit the situation with dispatch
- Here the threat is the removal of something desirable — a privilege or toy, for example. But to avoid the appearance (and cost) of issuing a threat, it's delivered in a contorted way. Example: "If you tell me what I want to know, you can keep working here."
- Some people experience these threats as darkly humorous, and indeed they can be delivered with a wry wink. They make great one-liners in film scripts. But they're still threats and they fool no one. The threatener still pays the price of actually threatening.
- When you receive a No-Dessert-For-You threat, be aware that the threatener isn't being cute, funny, or amusing. That veil of sophistication covers, but does not fully conceal, a threat every bit as ruthless as a direct physical threat. More threats are likely to come, and their variety can increase.
Are you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Also available at Apple's iTunes store! Just USD 9.99. Order Now!
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More articles on Workplace Bullying:
- Intimidation Tactics: Touching
- Workplace touching can be friendly, or it can be dangerous and intimidating. When touching is used to
intimidate, it often works, because intimidators know how to select their targets. If you're targeted,
what can you do?
- 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.
- What Is Workplace Bullying?
- We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace
relationships. To deal effectively with it, we must know how to recognize it. Here's a start.
- Rapid-Fire Attacks
- Someone asks you a question. Within seconds of starting to reply, you're hit with another question,
or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being
attacked. What can you do?
- Seventeen Guidelines About Workplace Bullying
- Bullying is a complex social pattern. Thinking clearly about bullying is difficult in the moment because
our emotions can distract us. Here are some short insights about bullying that are easy to remember
in the moment.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- On 14 December 1911, four men led by Roald
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had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
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