Continuing our exploration of the tactics of bully Chairs, we now turn to techniques that depend on the Chair's abuse of the form of the meeting itself. See "When the Chair Is a Bully: I," Point Lookout for June 20, 2012, for more.
- Abusing the executive session
- The executive session, either formal or informal, is perhaps the most extreme form of participation control. It is especially tempting when the executive session attendees are trusted allies of the Chair. When there are customs or bylaws that specify executive session attendees, the Chair's ability to abuse this form is limited to overuse. That is, the Chair allocates to executive sessions decisions regarding issues for which executive sessions aren't required. But when there is no definition of the reasons for convening executive sessions, any use at all potentially constitutes abuse.
- Excluding members of a team that otherwise meets regularly as a whole should be a rare event. Frequent use might indicate intentional exclusion of disfavored attendees. Logging dates and times of all incidents is useful, but unfortunately it is possible only if the executive sessions themselves aren't secret.
- Abusing the one-on-one
- Some Chairs feel that the "entire meeting is against me." Some distrust nearly all attendees. Others feel powerless to oppose the influence of disfavored attendees. To these bully Chairs, the one-on-one provides control. They meet privately with each attendee, so as to eliminate open discussion altogether, and enhance their ability to control — or misrepresent — what the "attendees" can say to each other.
- Since open discussion is an effective means of ensuring informed and sound decisions, Chairs who adopt the serial one-on-one tactic are placing their organizations at risk. Log the frequency of open meetings and note trends in that frequency.
- Limiting what the meeting can discuss or decide
- It's typical for Chairs to determine what is appropriate for discussion at meetings, or at what meetings particular topics can be discussed. This power is abused by Chairs who schedule topics for meetings that disfavored attendees cannot attend, or who sequence agendas so as to schedule certain topics for portions of meetings in which disfavored attendees will be absent. Some Chairs schedule topics so that disfavored attendees might be attending by means of a disadvantaged medium, such as telephone or video, when they usually attend in person. Some Chairs decide that some topics won't be discussed at all.
- Log all Excluding members of a team
that otherwise meets regularly
as a whole should be
a rare eventdecisions that appear to have been taken outside the meeting context, or when disfavored attendees are absent or disadvantaged. This information can be helpful in demonstrating a pattern of abuse.
Chairs are powerful. Bully Chairs abuse that power. Proof of abuse requires both an unambiguous demonstration of a pattern of abuse, and an open-minded supervisor who is willing to examine the proof. 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 USD 9.99. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenZQrAIbFFenecnouener@ChacpSFyiMTwqnbWFeIJoCanyon.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.
- How Workplace Bullies Use OODA: II
- Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive
users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.
- How Targets of Bullies Can Use OODA: II
- To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not
sufficient — someone must make the bully stop. That's why counterattack is much more likely
- 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?
- Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets
to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreninFmHfOfaRloKpngner@ChacnkWioZRZzVwkefFcoCanyon.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.