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 composurepublic, 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 Top Next Issue
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:
- Virtual Conflict
- Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common,
we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive
conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
- Indicators of Lock-In: I
- In group decision making, lock-in occurs when the group persists in adhering to its chosen course even
though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What
are some common indicators of lock-in?
- Toxic Conflict in Teams: Attacks
- In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide
opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog
of covert attack tactics.
- Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories
are logical, than we would if they're other than logical. This can lead to erroneous assessments, because
the discovery story is not the solution.
- When Retrospectives Turn into Blamefests: I
- An interactive group exercise known as a retrospective is widely recognized as a reliable tool for fostering
organizational learning. But it can degenerate into blaming and retaliation if not conducted so as to
manage the risk of toxic conflict.
See also Conflict Management and Conflict Management for more related articles.
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