Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 15, Issue 8;   February 25, 2015: Grace Under Fire: II

Grace Under Fire: II

by

When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the other into losing control. If we have better tools for recognizing these tactics, we're better able to maintain self-control. Here's Part II of such a toolkit.
U.S. President Barack Obama and Arizona Governor Jan Brewer conferring in the Oval Office in 2010

U.S. President Barack Obama and Arizona Governor Jan Brewer conferring in the Oval Office in 2010. A more famous photograph of these two executives "conferring" depicts an exchange that occurred on the Phoenix-Mesa Gateway Airport tarmac in January 2012. In that photograph, taken by Haraz N. Ghanbari of the Associated Press, Gov. Brewer appears to be buttonholing the President, pointing her index finger at him in a most assertive manner. Because the interaction occurred in full public view, the Governor's actions were widely regarded as disrespectful, even hostile. So prevalent was that view, that the Governor had to deny any intention of hostility (see, for example, "Arizona Gov. Brewer Says She 'Was Not Hostile' in Meeting With Obama," a story available at the National Public Radio Web site).

I know of no direct evidence of the Governor's intentions in this incident. However, her behavior is consistent with what I call "ambushing" in this essay. The President's response — cool, measured attention — provides an outstanding example of the effective management of ambushes. Official White House Photo by Pete Souza.

In Part I of this exploration, we examined three tactics for causing other people to lose control. Skill in recognizing these tactics in the moment is helpful to anyone intent on remaining calm and resisting the urge to attack or to respond to insults in kind. But there are two other consequences of this kind of awareness. First, bystanders who recognize the tactics of manipulation are well equipped to intervene to halt the fracas before it expands. Second, and even more important, a general awareness of widespread ability to recognize these toxic behaviors is a deterrent to anyone considering employing them.

With these advantages in mind, consider four more examples.

Interrupting
Although interrupting others is widely regarded as rude, the effects of being interrupted vary from person to person. Interruptions can be so upsetting that graceless retaliation is difficult to avoid. And repeated, staccato interruption — badgering — can lead to angry outbursts by the person interrupted.
Startling
When startled, we're more likely to respond gracelessly. To exploit this, an attacker might approach a target stealthily from behind, and suddenly, and apparently affectionately, throw an arm around the target's shoulders. Or the attacker might enter the target's office unannounced at particularly inopportune moments. These methods use invasions of the target's personal space to induce fear responses. Personal space invasions are especially effective if the attacker has physically assaulted or threatened the target — or anyone known to the target — in the past.
Mock taunting or needling
To taunt is to provoke or ridicule with hurtful remarks. A mock taunt is a taunt delivered as if in jest, possibly with a wink or smile. Sometimes we call this behavior "needling." Attackers using this tactic expect their targets to be offended because the targets disregard the humorous wrapper. They expect bystanders to be duped by that wrapper. To bystanders, targets who respond gracelessly to the taunt then seem to be thin-skinned. The attacker can then deny intentionally inflicting pain, saying, "I didn't mean anything by it," or, "Can't you take a joke?" or "I didn't realize you were so touchy."
Ambushing
Ambush, especially in Ambush, especially in public,
depletes the target's ability
to maintain composure
public, depletes the target's ability to maintain composure by surprising the target in some way that threatens his or her ability to perform. For example, if the target is presenting to a small group virtually, and each remote site was to have received accompanying materials to be distributed in hardcopy, the attacker might deliver to some sites draft versions instead of the final versions, which might appear to be an honest mistake. The confusion can rattle the target, who then might not deal well with the attacker's probing or potentially embarrassing questions during the presentation.

Make a collection of the tactics you personally witness. They're most likely to come your way eventually.  Next in this series Go to top Top  Next issue: Virtual Trips to Abilene  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

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Related articles

More articles on Conflict Management:

Hiding from the truthThe High Cost of Low Trust: II
Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
A hearing in the U.S. Senate, in which Defense Secretary Donald Rumsfeld is responding to questions about appropriations.What Makes a Good Question?
In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.
Marie Antoinette, queen of France from 1774 to 1792Recognizing Hurtful Dismissiveness
"Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot, it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
The John Hollis Bankhead Lock and Dam on the Black Warrior River in Tuscaloosa County, AlabamaFirst Aid for Wounded Conversations
Groups that meet regularly sometimes develop patterns of tense conversations that become obstacles to forward progress. Here are some ideas for releasing the tension.
Mutual respect between a soldier and a military canineRegaining Respect from Others
When you feel that a colleague has lost professional respect for you — or never really had respect for you — what can you do about it? Check your conclusions, check whether it's about you, and ask for a dialog.

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

Forthcoming issues of Point Lookout

A labyrinth. It's a good metaphor for what toxic disrupts try to erect in the path of the group.Coming June 7: Toxic Disrupters: Tactics
Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
A wolf pack, probably preparing for a huntAnd on June 14: Pseudo-Collaborations
Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

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