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.
- 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.
- 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 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.
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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: I
- 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.
- 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
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- 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 June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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- 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.