In Part II of this discussion of threats, we examined direct threats. Direct threats are uncloaked, delivered personally, without apology, and with emotional force. We saw how they work and examined some possible responses. In this Part III, we'll turn to indirect threats.

A polar bear, feeding, on land. Polar bears, among the most visibly endangered species, have become emblematic of the phenomenon of Global Warming (often called "Climate Change"). Indirect threats are a common tactic found in the public discourse on the topic. For instance, in February, 2008, New York City Mayor Michael Bloomberg addressed the General Assembly of the United Nations. Afterward, he told reporters "global warming in the long term has the potential to kill everybody." On the other side of the debate about our response to global warming are numerous examples of similar indirect threats. In July, 2003, Sen. Kit Bond, speaking in the U.S. Senate in opposition to raising fuel economy standards, reported that experts and businessmen, "… tell me that these proposals could cost jobs, because the only way for manufacturers to meet these unrealistic political numbers is to make significant cuts to light truck, minivan, and SUV production." In neither case is the threatener promising personal action. Both statements have the outward appearance of warnings. Photo by Dave Olsen. Courtesy U.S. Fish and Wildlife Service, Division of Public Affairs.
The indirect threat is a seemingly clever tactic for making a threat without appearing to be a threatener. One form is: "If you do (or don't do) X, then they will do Y." For example, "If you don't meet your commitments, you'll have to answer to Joanne."
Direct threats and indirect threats do share something — they both derive power from fear. Direct threats evoke fear of the threatener; indirect threats evoke fear of a third party or a force of nature.
Compared to direct threats, indirect threats seem to the threatener to cause less damage to the relationship between the threatener and the threatened. By making a third party the source of pain and fear, the threatener hopes to gain plausible deniability for the threat. The threatener thereby adopts a pose characterized by, "It was a warning, not a threat."
But sadly for the threatener, indirectness doesn't really provide the insulation sought, especially if the threatener is a leader or a manager of the threatened. Because indirect threats attribute superior power to a third party, those threatened tend to look upon indirect threats as indications of weakness or cowardice on the part of the threatener. They might ask, "Why doesn't he protect us from them?"
Challenging indirect threats is even less effective than challenging direct threats, because a third party is the supposed source of fear and pain. When challenged, the threatener can reply, in our example, "Hey, don't talk to me, talk to Joanne." Or, "Look, it's out of my hands, just get it done." To challenge the threat, you must confront the third party, which can be especially risky if the threat is fictitious.
Working as Challenging indirect threats
is even less effective
than challenging
direct threatsa subordinate of someone who uses indirect threats as a management or negotiation technique is risky. First, credibility is an issue. Is the threat real? Can it be confirmed? Is it really true that nothing can be done about the threatened consequences? Working for someone who manufactures or misrepresents facts isn't a good place to be.
Second, the indirectness suggests a self-image of weakness on the part of the threatener, which often accompanies actual political weakness. The threatener's organization is thus a ripe target for those peers of the threatener bent on advancing their own status by acquiring or wrecking their peers' organizations. Consider moving on, internally or externally, but soon. If you're likely to have a new boss in the near future, it might be better to choose one yourself than to have one chosen for you. First in this series Top
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Related articles
More articles on Workplace Bullying:
The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
See No Bully, Hear No Bully
- Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection
of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
Even "Isolated Incidents" Can Be Bullying
- Many organizations have anti-bullying policies that address only repeated patterns of interpersonal
aggression. Such definitions expose the organization and its people to the harmful effects of "isolated
incidents" of interpersonal aggression, because even isolated incidents can be bullying.
Anticipatory Disappointment at Work
- Disappointment is usually unpleasant, and sometimes benign. But when it occurs before we have evidence
of bad news — when it is anticipatory — disappointment can be unnecessary and expensive.
What is anticipatory disappointment? What are the risks?
See also Workplace Bullying, Conflict Management and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group