How Targets of Bullies Can Use OODA: II

Observation is the first O of the OODA acronym (Observe, Orient, Decide, Act). Last time, we examined some general properties of counter-bullying strategies, focusing on the inner state of the target and the nature of effective counterattacks. But counterattacks can be much more effective when based on a clear understanding of the entire situation, and that requires accurate information about the bully, the organization, and the legal environment in the relevant jurisdiction. And that's where Observation becomes important. Here are some tactics and strategies for targets, emphasizing situational awareness.

Exploit situational awareness

Targets have an edge if they have a thorough understanding of the bully's history, behavior, and plans. Also valuable are the stances and actions (or often, the inactions) of bystanders, other targets, the bully's supervisor, the target's own supervisor, and the HR department. When formulating counterattacks, it all helps.

Targets can attack the bully in many domains: at work, in the local community, in the professional community, in court — whatever works, within the law. That's why it's helpful for targets to know their legal rights, what's needed for legal action, and how to gather evidence. The legal route isn't easy, but it's a route nonetheless.

Degrade the bully's situational awareness

Targets can also work to degrade the bully's own situational awareness. They can accomplish this by neutralizing the bully's resources, or by using those resources to confuse the bully.

For instance, many targets, or their allies, telegraph to bullies that they "aren't going to take it anymore." Revealing this change in stance is counter-productive. Targets who have allies can impress upon them the importance of depriving the bully of any information about the target's intentions or state of mind.

Deceive and disinform the bully

Targets can deliver disinformation to the bully, directly or indirectly, keeping in mind that effective disinformation requires knowing the truth well enough to create plausible deceptions. See "Biological Mimicry and Workplace Bullying," Point Lookout for March 31, 2010, for an example.

Even better: build relationships with allies of the bully. Converting a bully's ally to a target's ally, or to a neutral, can help to degrade the bully's overall situational information quality.

Know your own vulnerabilities

Targets Targets engaging in counterattacks
can sometimes expose their own
vulnerabilities inadvertentlyengaging in counterattacks can sometimes expose their own vulnerabilities inadvertently. For instance, a counterattack in the domain of the professional community might motivate the bully to do something similar, or to mount an attack in the domain of the local community.

Targets should carefully assess their own vulnerabilities in any domain in which the bully might mount an attack. Upon discovering a vulnerability, targets would do well to take steps to remove it or conceal it, and to conceal any indications of its prior existence.

Finally, if counterattacks fail, escape might be necessary. There are other jobs. Knowing what alternatives are available, and keeping that knowledge current, might be the best path to ending the bullying. First in this series   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!

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When the Chair Is a Bully: III

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See also Workplace Bullying and Conflict Management for more related articles.

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The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.

And on April 15: Incompetence: Traps and Snares

Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.

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