Dealing with Rapid-Fire Attacks

We began exploring rapid-fire attacks last time, emphasizing response tactics that depend on assistance from others. But what if there are no others to turn to? What if others decline to assist? Options for targets depend to some extent on the relative organizational power of attacker and target.

When the attacker has superior organizational power, targets have limited options. Some attackers tempt their targets to "lose it" by leading them to exhibit behavior that justifies organizationally sanctioned disciplinary action. Others intentionally inflict emotional pain. Attackers' motives vary, but for targets of powerful attackers, the only "safe" response — short of transfer or voluntary termination — is tolerating the attacks. To limit opportunities for their attackers, targets should avoid private meetings or other settings free of witnesses. And, of course, log everything.

The more interesting case is the attacker who has little organizational power over the target. Perhaps attacker and target are peers, or close to it. In this situation, the target can choose the tolerance strategy described above, but that's unlikely to persuade the attacker to cease.

By creating conditions that can make the attacker's behavior both obvious to management and harmful to management's goals, the three alternative tactics below can help to convince management to intervene.

Reflecting

In response to verbal criticisms and attacks, targets can request further detail and criticism. Attackers are unlikely to interrupt such validating queries. Some attackers can thus be seduced into making stunningly outrageous claims and demands.

Complying

When the attacker demands additional explanations or records, and assembling that information would consume resources management would rather not expend, the target can agree to comply. If a management representative is present, he or she will feel pressure to intervene on behalf of the target to prevent waste. If management isn't present, the target can later seek approval from management, which can compel management to intervene on behalf of the target. In these cases, targets should make clear that the compilation effort will delay other efforts already scheduled.

In assembling When the attacker has superior
organizational power, targets
have limited optionsthe requested information, targets can include excruciating detail and other ancillary information, so as to compel the attacker to demand further clarification.

Plopping

Plopping is a way of ignoring the attacker. Best used before witnesses, plopping can anger the attacker, which might lead to inappropriate behavior. To execute the tactic, the target pauses when interrupted by the attacker, waits for the attacker to finish, ignores whatever the attacker said, and resumes as if nothing happened. In effect, the attacker's words land with a "plop." While this approach seems superficially to be reasonable behavior, it is nevertheless extraordinarily irritating to the attacker. See "Plopping," Point Lookout for October 22, 2003, for more.

Management intervention is of course preferable. But one of these tactics might be the best available choice to induce management to do its duty. First in this series   Top    Next Issue

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Related articles

More articles on Workplace Bullying:

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?

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?

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?

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?

Unrecognized Bullying: II

Much workplace bullying goes unrecognized because of cognitive biases that can cause targets, bystanders, perpetrators, and supervisors of perpetrators not to notice bullying. Confirmation bias is one such cognitive bias.

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

Forthcoming issues of Point Lookout

Coming October 20: On Ineffectual Leaders

When the leader of an important business unit is ineffectual, we need to make a change to protect the organization. Because termination can seem daunting, people often turn to one or more of a variety of other options. Those options have risks. Available here and by RSS on October 20.

And on October 27: Five Guidelines for Choices

Each day we make dozens or hundreds of choices — maybe more. We make many of those choices outside our awareness. But we can make better choices if we can recognize choice patterns that often lead to trouble. Here are five guidelines for making choices. Available here and by RSS on October 27.

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