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
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More articles on Workplace Bullying:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- How Workplace Bullies Use OODA: II
- Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive
users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.
- So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some
guidelines for tactics to bring it to a close.
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve
our ability to prepare for adverse events?
Forthcoming issues of Point Lookout
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- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 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.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.