Classifying threats helps us evaluate our possible choices of responses. In Part I of this little catalog of threat types, we looked at the Non-Violent Physical threat and No-Dessert-For-You — the implied withdrawal of desirable privileges or resources. The former is a direct threat; the latter is more indirect.
A direct threat is "uncloaked." It's delivered personally, without apology or qualification, and with emotional force. An indirect threat is dressed up or disguised in some way so as to insulate the threatener from any consequences of having issued a threat. Direct threats expressly or implicitly suggest harm to the target. For instance, "If you don't think you can get this done, we'll find someone who can."
In everyday conversation, we sometimes use the term threat as if it meant empty threat. That is, we think of threats as risks that are unlikely to materialize. We say, "The sky looks threatening, but I don't think it will actually rain." In this discussion, threat means something more. It?s an expression of intent to harm, and it is to be taken seriously.
A threat's degree of directness can be a valuable guide for choosing a response, because it can indicate the state of mind of the threatener. Directness can also reveal how vulnerable or powerful threateners feel, or how clever, or how resourceful they are. Most important, the directness of a threat can suggest how the threatener might respond to your response.
Here are some suggestions for dealing with direct threats.
The effectiveness of threats derives in part from fear, but direct threats rely on fear almost entirely. In a state of fear, the target is less likely to think clearly, and more likely to react reflexively. Users of direct threats seek precisely this advantage, and they're probably unaccustomed to dealing with — or lack the skill to deal with — those who are unafraid.
A threat's degree of
directness can be a
valuable guide for
choosing a responseYet, those who threaten directly aren't afraid of being caught using threats. That this feeling of invulnerability might be delusional makes no difference to targets — the threats will sting just the same.
Challenging direct threats directly is unlikely to succeed. If the threatener actually is invulnerable, direct challenges will likely fail. And even if the threatener is bluffing, he or she probably won't back down, because retreat would render future threats ineffective.
If you know that you work for someone who uses direct threats, prepare yourself. Don't wait for further direct threats to materialize. Be ready to resign your position at any time. Preparedness liberates you — it takes the sting out of threats. And if you start searching for a new job, you just might find something better.
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More articles on Workplace Bullying:
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Here's Part II of a series exploring some of these clichés.
- 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.
- Confronting the Workplace Bully: II
- When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation
is a better choice than many believe — if you know what you're doing.
- Biological Mimicry and Workplace Bullying
- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
act before they're really ready. Here's a metaphor that explains the value of waiting for the right
time to act.
- How Workplace Bullies Use OODA: II
- Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive
users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.
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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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.