Gaslighting is a tactic employed by verbal abusers to cause their targets to question their reality [Cukor 1944] [Barash 2018]. Technically speaking, few verbal abusers at work actually gaslight their targets. But when workplace abusers are at their most effective, they do manipulate their targets into believing that their options for response are limited to either finding a new job, or accepting further abuse.
Many targets of verbal abusers have another option: they can deter further abuse by responding in ways that express their personal power. But some don't recognize this choice because they've accepted the framework established by their abusers. By carefully choosing timing, setting, and tone for their attacks, abusers manipulate the minds of their targets, who see no opportunity for response in the moment, and then begin to believe that there is never any opportunity for response.
Strategically choosing timing, setting, and tone, as their abusers do, is an approach targets can use to find opportunities to respond with personal power. Consider this example. The abuser has chosen a private setting (See "Strategies of Verbal Abusers," Point Lookout for August 1, 2018) for the attack, and delivered the following comment in a stern, humorless tone:
We gave you this assignment because we wanted you to fail.
How can one respond to such a blatantly offensive remark? "You moronic jerk!" somehow lacks the impact required. Indeed, name-calling in general is a rather weak response.
To devise a more powerful response, begin by remembering that abusers choose timing, setting, and tone for their attacks. To respond in the moment is to accept the timing and setting. In this case, because the setting is private, a response in the moment might be feasible.
But must we Strategically choosing timing
setting, and tone, as their
abusers do, is an approach
targets can use to find
opportunities to respond
with personal poweradopt the abuser's tone? Is a serious, malicious tone likely to provide advantage to the target? Since the abuser chose a serious, malicious tone, it's likely that he or she is prepared for a response in kind. Something different is called for. To change the tone, try wit, with a slight bite, and humorous twinkle in the eye — if you can pull it off. For example:
[Abuser, to Target]: We gave you this assignment because we wanted you to fail.
[Target, to Abuser, with a twinkle in the eye, and a broad smile]: And I accepted the assignment because I was certain I would disappoint you.
Delivering a response with humor, wit, and twinkle in the eye can be effective, but there are risks. Unless delivered with care, it can border on flirtatiousness. If the verbal abuser might interpret twinkle-eyed humor that way, hold back a bit. A response like the following is powerful, yet neither flirtatious nor insubordinate:
[Abuser, to Target]: I want you to think about your career in terms of never being promoted.
[Target, to Abuser, with a slightly fainter twinkle in the eye]: Sorry; I can't do that. But it's my intention for you to think about my career in terms of never wanting to hold me back.
Expressing personal power has two beneficial effects. First, it tells the abuser that the target is unlikely to lose composure, even before witnesses. Because attacking a target who won't lose composure can be risky, expressing personal power deters abusers.
Second, expressing personal power enhances personal power. Making powerful statements can actually make you feel more powerful. And because others also assess you as more powerful, you're safer from attack. You begin to sense the reality that the more powerful you feel, the less likely you are to be attacked by verbal abusers.
But that sense of power comes with a risk. Some targets seek revenge against their abusers, or possibly justice. They want their abusers pay a price for their past transgressions. That's unlikely, in most cases. Assuming that revenge or penalty for the abuser is unlikely, the point of any response to verbal abuse is to convince the abuser to find a different target. Maintaining one's composure, while delivering wit and a little humor, can accomplish that. No guarantees, of course. First 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:
- 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.
- How Targets of Bullies Can Use OODA: II
- To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not
sufficient — someone must make the bully stop. That's why counterattack is much more likely
- Rapid-Fire Attacks
- Someone asks you a question. Within seconds of starting to reply, you're hit with another question,
or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being
attacked. What can you do?
- See No Bully, Hear No Bully
- Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection
of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
- 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.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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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.