Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 12;   March 23, 2016: Backstabbing

Backstabbing

by

Last updated: August 8, 2018

Much of what we call backstabbing is actually just straightforward attack — nasty, unethical, even evil, but not backstabbing. What is backstabbing?
Erich Friedrich Wilhelm Ludendorff (1865-1937) was a German general and politician

Erich Friedrich Wilhelm Ludendorff (1865-1937) was a German general and politician. He is credited with popularizing the "stab-in-the-back" myth explaining the unbalanced terms of the Treaty of Versailles, a position that led him to affiliate with right-wing politicians and eventually the Nazi Party. See Wheeler-Bennett, John W. "Ludendorff: The Soldier and the Politician," Virginia Quarterly Review 14: pp. 187-202, for an account of the 1919 incident that led Ludendorff to adopt the stab-in-the-back metaphor to make his case to the German people. The non-hyphenated English word, backstabbing, didn't appear until about 1925. Photo courtesy U.S. Library of Congress.

Probably because just about anyone can do it, backstabbing is perhaps the most common form of workplace aggression. The art, of course, lies in executing the aggression undetected. When things haven't gone as well as you expected, almost certainly, once in a while, Chance or Misfortune were not the only cause. A backstabber might have been involved. Let's take a close look at backstabbing — what it is, what it isn't, and how it's done.

The fundamental elements of backstabbing are aggression and deception.

Aggression
An interaction can be backstabbing if one person, the attacker, mounts an attack on another, the target. The attack isn't physical, but it must be a genuine attempt to harm the target's social or professional position or prospects, or to deprive the target of something the target desires or needs. The attack can be backstabbing even if it it's unsuccessful.
Deception
By concealing preparations, by lying or other disinformation, or by "false flag" conduct, the attacker deceives the target. False flag conduct is that which is intended to create a false belief that the relationship between attacker and target is friendly. Typically, attackers pretend to befriend their targets, or to mentor their targets, or to be disinterested in their targets. By whatever means, the attacker leads the target to believe that no attack is imminent, that the attacker isn't preparing an attack, or that the attacker would never even consider attacking the target.

Some definitions of backstabbing require that the attack occur outside the target's awareness, such as by spreading rumors or lying to third parties in secret. But a direct attack on the target at a meeting, for example, could also be backstabbing if, for instance, the attacker led the target to expect the attacker's support for the target's views in that meeting.

Here are more examples of backstabbing tactics.

Disclosing confidences
The attacker By concealing preparations, by
lying or other disinformation,
or by "false flag" conduct, the
attacker deceives the target
promises to honor a confidence, planning to disclose it later to harm the target.
Withholding helpful information
The attacker intentionally withholds information from the target so as to cause harm. This tactic is deniable: "I was going to tell you tomorrow," or, "I thought you knew."
Exaggerating
The attacker intentionally distorts or exaggerates a report of an event or situation so as to cause harm.
Lying
The attacker makes or supports claims that he or she doesn't believe, and which are harmful to the target. See "The Costanza Matrix," Point Lookout for March 16, 2016, for more about lies.
Stealing or misallocating credit
The attacker claims credit for the target's contributions, or abets illegitimate claims of others to some of the target's contributions.
Shifting accountability
When something goes wrong, the attacker arranges for the target to be held accountable, whether or not the target had any role in the failure.
Fomenting backstabbing
The attacker encourages others to engage in any of the tactics above.

When attacked, try to determine whether the attacker used deception. If so, respond with care. Other undetected deceptions might remain active, ready to foil any response you might hastily choose. Go to top Top  Next issue: Still More Things I've Learned Along the Way  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Conflict Management:

Two infants exchanging secretsSee No Evil
When teams share information among themselves, they have their best opportunity to reach peak performance. And when some information is withheld within an elite group, the team faces unique risks.
A 1940s-era trap fishing boatNasty Questions: II
In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information. Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part two of a catalog of some favorite tactics.
The 1991 eruption of Mount PinatuboManaging Pressure: Communications and Expectations
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
A TSA Officer screening a passengerVirtual Termination with Real Respect
When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people in person is not only a gesture of respect. It's good business.
Tim Murphy, official photo for the 112th CongressStrategies of Verbal Abusers
Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action.

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

Forthcoming issues of Point Lookout

An unfinished building, known as SzkieletorComing September 18: The Planning Fallacy and Self-Interest
A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse. Available here and by RSS on September 18.
The Leonard P. Zakim Bunker Hill BridgeAnd on September 25: Planning Disappointments
When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: Lessons in Leadership

On 14The Race to the South Pole: Lessons in Leadership December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.

Here's a date for this program:

The Power Affect: How We Express Our Personal Power

Many The
Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.