Strategies of Verbal Abusers

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.

Privacy

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.

Protection

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.

Ambiguity

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

Is a workplace bully targeting you? 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 . Order Now!

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More articles on Workplace Bullying:

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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.

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So You Want the Bullying to End: I

If you're the target of a workplace bully, you probably want the bullying to end. If you've ever been the target of a workplace bully, you probably remember wanting it to end. But how it ends can be more important than whether or when it ends.

Unrecognized Bullying: I

Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see some bullying as bullying.

Unrecognized Bullying: II

Much workplace bullying goes unrecognized because of cognitive biases that can cause targets, bystanders, perpetrators, and supervisors of perpetrators not to notice bullying. Confirmation bias is one such cognitive bias.

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

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