To abuse someone verbally is to treat him or her with cruelty, especially regularly or repeatedly. Verbal abuse in the workplace is a special case, though, because most employers have policies banning such behavior, and many even prescribe punitive or disciplinary action. So at work, verbal abusers often undertake their abusive acts at times, in settings, and with tones that afford them safety from organizational discipline. Executed in this way, verbal abuse is actually a kind of covert bullying. Abusers generally choose from three common approaches.
- Abuse conducted in private is more readily denied than abuse conducted before witnesses. Private settings are more common than one might at first believe. Beyond the closed-door office, there are otherwise-empty hallways, elevators, rest rooms, stairwells, the grounds around the building, and telephone conversations. And the privacy needed by abusers isn't the airtight one-on-one kind. All that's required is that there be no witnesses who are fellow employees. By this standard, restaurants, airline flights, and public spaces of all kinds can suffice.
- Abusers who depend on privacy for safety sometimes forget that the same privacy also affords safety to the person abused — the target — if the target chooses to respond forcefully. This safety is useful for protecting targets who choose responses that witnesses might regard as unnecessarily harsh or insubordinate, even though the target might regard the response as appropriate and necessary.
- Some abusers are content with protection against disciplinary action. That is, they feel comfortable engaging in abuse so long as they're certain that there will be no disciplinary action. A typical scenario: the supervisor abusing a subordinate in an emergency meeting called to deal with a product recall or data breach. In such situations, there is an organizational tendency to place mission over manners and legalities.
- If the abuser's perception of protection from disciplinary action is accurate, organizational policy isn't relevant, and the target is in real danger. In such circumstances, appeals to Human Resources — rarely of much use to targets in any case — are almost certainly dangerous to the target. Voluntary termination or transfer is more likely to afford protection for the target. Transferring to the domain of someone more powerful than the abuser or the abuser's protector is an especially attractive option for targets.
- If the actions Verbal abusers often undertake their
abusive acts at times, in settings,
and with tones that afford them
safety from organizational disciplineof the abuser are at all ambiguous, then if questioned, the abuser can deny that any abusive behavior took place. That is, the abuser can assert that no abuse was intended and that the target is being "overly sensitive," or that the abuser was "only joking and <the target> took it the wrong way." In espionage and politics, this ambiguity strategy is called "plausible deniability."
- Targets must examine carefully the tone and wording of the abuser's attack. If the attack can plausibly be interpreted as inoffensive by someone who's unfamiliar with the context of the relationship between the abuser and the target, the ambiguity strategy might be in effect. This is especially likely if fully grasping the intensity of the offense in the current attack requires special information about past attacks.
Knowing why the abuser considers himself or herself safe enough to engage in abuse is helpful to targets as they formulate powerful responses. We'll look at responses next time. Next in this series Top Next Issue
Are you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Also available at Apple's iTunes store! Just USD 9.99. Order Now!
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More articles on Workplace Bullying:
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often
are either the cause or part of the results. If we know how to deal with threats — and how to
avoid and prevent them — we can help keep communications creative and constructive.
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- 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.
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
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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.