Last time, we began our exploration of how workplace bullies use the OODA Model by noticing that most bullies are very intuitive about it. And we gained some insight into how bullies select targets, and how targets can respond. Let's now consider how bullies use the OODA model for shaping the dynamics of the environment in which they work.
- Controlling tempo
- Bullies understand that a high tempo of attacks can overwhelm targets. By getting inside their targets' OODA loops, they reduce the effort required to maintain the advantage. Since workplace bullies also understand that targets who feel hopeless are more likely to quit their jobs, bullies relent when they sense that their targets are near their breaking points.
- Targets often report a feeling of being "on a roller coaster" of emotion, as they experience this alternation of intensity levels of bullying. The variation of intensity itself wears on targets. Some cease all efforts to resist, resigning themselves to just finding a way to endure. Bystanders are often intimidated, too, as they witness the bully's power to destroy targets.
- Targets who understand and expect this alternation of intensity levels are better able to maintain emotional control. They won't relax as much during low-intensity phases, and they won't lose all hope during high-intensity phases. They also understand that their bullies use the targets' own responses to gauge what level of intensity would be most effective.
- Environmental shaping
- From the bully's perspective, environmental shaping requires paying attention to the activities of many people. First, there are the targets themselves. But there are also bystanders, supervisors, and miscellaneous officials.
- Because From the bully's perspective,
environmental shaping requires
paying attention to the
activities of many peoplebystanders might report the workplace bully's activities to officials, bullies seek to intimidate bystanders, or better, to convert them into compliant allies. Since supervisors can also be threats, bullies either mollify them with bribes of performance, or threaten them directly or indirectly. They often employ deception to confuse the supervisor, and they carefully monitor the supervisor's state of mind. They must also monitor, deceive or control other organizational officials, who tend to be less trouble since they're usually more distant.
- Since the environment surrounding the bully can be very complex, the bully tries to simplify the situation by limiting the number of players involved, or by deceiving them about the nature of the bullying activity. Undermining the bully's deceptions is therefore a profitable strategy for targets, because it adds complexity to the overall problem the bully must solve.
These observations suggest that to confound the bully, targets can also use OODA. By being less predictable, and by overloading the bully's ability to shape the environment, targets can get inside the bully's OODA Loop. We'll examine ways to accomplish these goals next time. First in this series Top Next Issue
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More articles on Workplace Bullying:
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- 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.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
- So You Want the Bullying to End: I
- If you're the target of a workplace bully, you probably want the bullying to end. If you've ever been
the target of a workplace bully, you probably remember wanting it to end. But how it ends can be more
important than whether or when it ends.
- Overtalking: I
- Overtalking is the practice of using one's own talking to prevent others from talking. It can lead to
hurt feelings and toxic conflict. Why does it happen and what can we do about it?
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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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.