We conduct meetings to facilitate collaboration. We collaborate because we believe that groups have more and better answers and insights than individuals do. But some meeting chairs take a different approach. Instead of eliciting contributions from everyone, these bully chairs impose their own views on the group, limiting the contributions of the attendees.
To impose their will successfully, they cloak their intentions in the appearance of collaboration. They find ways to make the imposition of their will seem necessary and proper. Here's Part II of a collection of tactics used by bully chairs. See "When the Chair Is a Bully: I," Point Lookout for June 20, 2012, and "When the Chair Is a Bully: III," Point Lookout for July 4, 2012, for more.
- Ejecting those regarded as challengers
- Since bully chairs often have influence over the attendee list, they can sometimes choose not to invite those they regard as troublemakers. If the definition of making trouble is disagreeing with the chair, or criticizing positions that the chair favors, group decision quality suffers.
- When an attendee stops attending, and you suspect that the absence is a result of the chair's actions, the meeting is deprived of the contributions of someone who was initially regarded as a valuable contributor. Log these incidents. They contribute to the picture of the bullying pattern, and they demonstrate how the bullying is degrading the meeting's performance.
- Limiting the participation of those who cannot be ejected
- Social, political, or organizational structures protect some attendees from ejection by the chair. Nevertheless, the chair might be able to limit attendee participation in ways that seem innocent or constructive. For instance, the chair might delegate to a carefully selected "task force" the responsibility for making a recommendation to the meeting as a whole. That recommendation might then be subjected to limited discussion, which constrains disfavored attendees as they try to modulate the recommendation.
- By themselves, these tactics don't support charges of bullying. But in the context of an array of tactics targeted at disfavored individuals, they can be convincing evidence of the chair's abuse of power.
- Abusing technology to limit participation
- A more modern tactic for limiting participation Instead of eliciting contributions
from everyone, bully chairs impose
their own views on the groupof disfavored attendees entails moving meeting discussions to electronic media that the disfavored attendees cannot access conveniently or cannot access with regularity, or which they do not have time to learn how to use effectively. This tactic has the appearance of fairness, but still manages to limit the effectiveness of the disfavored.
- These decisions can help demonstrate the chair's bias if the chair has strongly advocated for using the technologies over the strenuous objections of the disfavored. The chair's actions become more clearly questionable if incorrect decisions result from inadequate airing of issues due to technology-based restriction of the participation of disfavored attendees.
We conclude this examination of the tactics of bully chairs next time, with a discussion of tactics that exploit the form of the meeting. First in this series | Next 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 USD 9.99. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenWjYmiLcqiUzpnbVQner@ChacZrStuWpyEiltbYfQoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Bullying:
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and
painful to everyone within them — especially targets. But the situation is worse than many realize,
because much bullying is covert. Here are some of the methods of covert bullies.
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- Meeting Bullies: Advice for Chairs
- Bullying in meetings is difficult to address, because intervention in the moment is inherently public.
When bullying happens in meetings, what can you do?
- Social Isolation and Workplace Bullying
- Social isolation is a tactic widely used by workplace bullies. What is it? How do bullies use it? Why
do bullies use it? What can targets do about it?
- 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 February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengbfPZtgpTDlRYSWrner@ChacCxzpSzDoSjzRNVRPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.