![A view of Hut Point, in Anarctica, base of the Discovery Expedition (1901-1904) of Robert. F. Scott A view of Hut Point, in Anarctica, base of the Discovery Expedition (1901-1904) of Robert. F. Scott](../images/hut-point.png)
A view of Hut Point, in Antarctica, base of the Discovery Expedition (1901-1904) of Robert. F. Scott. Scott had insisted that his establishment of this base gave him sole base privileges in the area. Indeed, he extracted a promise from Ernest Shackleton not to base his Nimrod Expedition (1907-1909) anywhere in the Ross Sea region, within hundreds of miles of Hut Point. Scott's insistence on his proprietary interest in the region has been characterized by some — not by all — as bullying. Photo by Dr. Eric R. Christian, courtesy National Aeronautics and Space Administration.
The indicators of workplace bullying are often obvious — anger, hostility, burdensome assignments, shouting, abusive language, or violence. But much bullying is covert. It can be so subtly ambiguous that bystanders disagree about whether it's actually bullying. But in every sense that matters, covert bullying is costly and destructive.
Because covert bullying can persist undetected, it can be more costly and more destructive than overt bullying. That's why recognizing covert bullying is important, whether you're a target or less directly involved.
Yet, under the veneer of civility, graciousness, and good nature, the tactics of the covert bully are at least as effective as the tactics of overt bullies. Here are some indicators of covert bullying.
- Your feelings
- Targets of covert bullies sometimes deny that they're being bullied, even though they feel bullied. Many believe, incorrectly, that all bullying must be blatantly offensive, abusive, and hostile. If you feel bullied, there's a strong chance that you're being bullied, no matter how "nice" the bully is.
- The use of privacy
- Since covert bullies want to maintain an image of innocence, they avoid any behavior that threatens that image. When executing bullying tactics, if the behavior is overtly bullying in nature, the covert bully avoids witnesses.
- Spell-casting
- Since the primary goal of bullies is the exercise of power, bullies seek to coerce others to carry out tasks against their wishes. The overt bully uses force or threats to carry out the coercion, but the covert bully favors subtle manipulation, deceit, and trickery. Consequently, the target might actually experience a desire to please the covert bully. Only after time passes, and new information reaches the target, is the spell broken, if ever.
- Confusion
- Because Targets of covert bullies
sometimes deny that they're
being bullied, even though
they feel bulliedthe bullying is covert, opinions differ about whether it's even happening. Some observers are certain, one way or the other. Some are uncertain. Some actively refuse to have an opinion, often as a means of denying their feelings of confusion. Even targets can be unsure, casting about for alternate explanations for their feelings of being abused. - The roller coaster
- Occasionally, observers or targets begin to sense that bullying is happening — or perhaps they conclude it with certainty. Sensing these changes, covert bullies then take steps to repair relationships using a variety of tactics. They grant favors, do favors unbidden, or voluntarily step forward to heroically assume undesirable responsibilities. This alternation of abuse and graciousness disrupts coalitions, confounds the opposition, and confuses targets.
If a covert bully has been in place for a while, it's likely that those in positions to address the problem already know about it. If that's so, the real problem is that those responsible for dealing with the bully have failed to do so. Appealing to them is unlikely to work. Look higher — or move on. Top
Next Issue
Is a workplace bully targeting you? 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 . Order Now!
For more about covert bullying, see "Strategies of Verbal Abusers," Point Lookout for August 1, 2018.
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Related articles
More articles on Workplace Bullying:
How Workplace Bullies Use OODA: I
- Workplace bullies who succeed in carrying on their activities over a long period of time rely on more
than mere intimidation to escape prosecution. They proactively shape their environments to make them
safe for bullying. The OODA model gives us insights into how they accomplish this.
Workplace Bullying and Workplace Conflict: I
- Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict
simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.
Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude
much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions
so we don't see some bullying as bullying.
Power Mobbing at Work
- Mobbing is a form of group bullying of an individual — the target. Power mobbing occurs when a
politically powerful person orchestrates the mobbing. It's a form of bullying that's especially harmful
to the target and the organization.
Double Binds at Work
- At work, a double bind arises when someone in authority makes contradictory demands of a subordinate,
who has no alternative but to choose among options that all lead to unwelcome results. Double binds
are far more common than most of us realize.
See also Workplace Bullying and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
Coming July 3: Additive bias…or Not: II
- Additive bias is a cognitive bias that many believe contributes to bloat of commercial products. When we change products to make them more capable, additive bias might not play a role, because economic considerations sometimes favor additive approaches. Available here and by RSS on July 3.
And on July 10: On Delegating Accountability: I
- As the saying goes, "You can't delegate your own accountability." Despite wide knowledge of this aphorism, people try it from time to time, especially when overcome by the temptation of a high-risk decision. What can you delegate, and how can you do it? Available here and by RSS on July 10.
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