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:
- 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 Targets of Bullies Can Use OODA: I
- Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear
for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.
- How Targets of Bullies Can Use OODA: II
- To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not
sufficient — someone must make the bully stop. That's why counterattack is much more likely
- When the Chair Is a Bully: III
- When the Chair of the meeting is so dominant that attendees withhold comments or slant contributions
to please the Chair, meeting output is at risk of corruption. Because Chairs usually can retaliate against
attendees who aren't "cooperative," this problem is difficult to address. Here's Part III
of our exploration of the problem of bully chairs.
- Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets
to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators.
Forthcoming issues of Point Lookout
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- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.