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
Are you being targeted by a workplace bully? 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!
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More articles on Workplace Bullying:
- Looking the Other Way
- Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't
intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking
the other way is also risky. What are the risks of looking the other way?
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- Rapid-Fire Attacks
- Someone asks you a question. Within seconds of starting to reply, you're hit with another question,
or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being
attacked. What can you do?
- 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.
- So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some
guidelines for tactics to bring it to a close.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: 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 bullying as bullying. Available here and by RSS on February 5.
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