Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 12, Issue 31;   August 1, 2012: Rapid-Fire Attacks

Rapid-Fire Attacks

by

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?
An Africanized honeybee, also known as a killer bee

An Africanized honeybee, also known as a killer bee. Africanized honeybees are indeed more aggressive than European honeybees, but their stings are not any more deadly. When they do engage animals that they have determined are predators, they are more successful than their European counterparts, not because of the power of their stings, but because they attack in far greater numbers, with far less provocation, and with far greater persistence. For these reasons, they are far more likely than their European counterparts to get "inside" their targets' OODA loops. This is the same strategy that the attacker in the office exploits when employing rapid-fire attacks. Photo (cc) Jeffrey W. Lotz, courtesy Wikipedia.

The rapid-fire attack, often executed before witnesses or within earshot of witnesses, can be unbearable. Defending against it can be even more difficult. But targets who understand the dynamics that make these attacks so hurtful can respond effectively. And that can be very satisfying.

The OODA model of conflict can help us understand the power of the rapid-fire attack. (See "OODA at Work," Point Lookout for April 6, 2011) According to OODA, when we're engaged in conflict, we cycle through a loop of Observing, Orienting, Deciding, and Acting. If the attacks arrive more rapidly than the target can cycle through his or her OODA loop, the attacker can eventually prevail. Unable to keep up with the attacks, some targets feel so overloaded and frustrated that clear thinking itself becomes impossible.

When this happens, how can targets respond? Let's first explore some responses that are usually ineffective.

File complaints
Targets can complain to the attacker's supervisor, to their own supervisors, or to the Human Resources department.
Most likely, if a pattern is in place, a competent supervisor — the target's or the attacker's — would have already noticed the pattern. The supervisor hasn't acted effectively, and probably won't or can't. Still, complaining to supervisors might be worthwhile. It's a matter of judgment.
Filing complaints with Human Resources might work, especially if the organization has a workplace bullying policy. (See "What Is Workplace Bullying?," Point Lookout for March 3, 2010, for more) But what ensues will be beyond the target's control. For example, the investigation will probably involve interviews of all concerned. If any of those interviewed experience these interviews as attacks instigated by the target, retribution could follow.
Build alliances
Sometimes, targets try to assemble alliances of witnesses and other targets, before filing a joint complaint. This approach can work, but there are risks. First, alliance members might not preserve confidentiality. If any of them circulates information about the alliance before the alliance takes action, the attacker can disable the alliance before it can act.
More important, the person who initiates the alliance might be seen by Management as a "troublemaker." Almost certainly, the attacker will attempt to characterize the alliance initiator as such. If that characterization sticks, the initiator has a new problem, far more serious than the attacker's attacks.
Wait for the attacks to pass
Waiting can work, Filing complaints with Human Resources
might work, especially if the
organization has a workplace
bullying policy
but targets must maintain an unfailingly cool demeanor, because the attacks will persist, and they might even escalate. As they escalate, they become more obvious to all, and the attacker acquires a well-deserved reputation.
If the target remains cool, never showing aggression, the attacks will seem to be unprovoked, which could force Management to act. But a single break in discipline by the target can make the attacks seem provoked, reducing the likelihood of Management intervening on behalf of the target.

Next time we'll examine a tactic that can work even if all of the above tactics fail.  Dealing with Rapid-Fire Attacks Next issue in this series  Go to top Top  Next issue: Dealing with Rapid-Fire Attacks  Next Issue

101 Tips for Targets of Workplace BulliesIs 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!

More about OODA

George III, King of Great Britain and King of Ireland, 1738-1820What Is Workplace Bullying?  [March 3, 2010]
We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace relationships. To deal effectively with it, we must know how to recognize it. Here's a start.

A Turkey Vulture and its mimic, a Zone-Tailed HawkBiological Mimicry and Workplace Bullying  [March 31, 2010]
When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently act before they're really ready. Here's a metaphor that explains the value of waiting for the right time to act.

Col. John Boyd, U.S. Air Force, in a photo taken during his time as a fighter pilotOODA at Work  [April 6, 2011]
OODA is a model of decision making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.

A mixed stand of aspen and pine in the Okanagan region of British Columbia and Washington stateHow Workplace Bullies Use OODA: I  [April 13, 2011]
Workplace bullies who succeed in carrying on their activities over a long period of time rely on more than mere intimidation to escape prosecution. They proactively shape their environments to make them safe for bullying. The OODA model gives us insights into how they accomplish this.

A modern roller coaster showing an inverted portion of the tripHow Workplace Bullies Use OODA: II  [April 20, 2011]
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.

A captive zebra of the species Equus quagga (plains zebra)How Targets of Bullies Can Use OODA: I  [April 27, 2011]
Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.

A U.S. Marine sniper wearing sniper camouflage gear known as a "ghillie" suitHow Targets of Bullies Can Use OODA: II  [May 4, 2011]
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 to work.

A Strangler Fig in AustraliaProjects as Proxy Targets: I  [December 18, 2013]
Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.

A street sign at Maxwell Air Force Base, AlabamaJoint Leadership Teams: OODA  [December 28, 2022]
Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams of two or more. They face special risks that arise from the organizations that host them, from the team they lead, or from within the joint leadership team itself.

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More articles on Workplace Bullying:

You worthless piece of trash!Hurtful Clichés: I
Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Maybe it's time for some thought.
Too much time on his handsHurtful Clichés: II
Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Here's Part II of a series exploring some of these clichés.
A captive zebra of the species Equus quagga (plains zebra)How Targets of Bullies Can Use OODA: I
Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.
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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.
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Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.

See also Workplace Bullying for more related articles.

Forthcoming issues of Point Lookout

Mark Twain in 1907Coming July 16: Responding to Unwelcome Events
Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.
A USA road sign indicating a winding road ahead, with an initial curve to the rightAnd on July 23: Microdelegation
Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.

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