The first two parts in this series examined techniques people use to cause others to "lose it" — to lose control of their emotions — in meetings. This part and the next examine other abusive tactics that are more narrowly focused on wearing down a target by introducing into the target's life a continuous sense of fear, anxiety, or stress. The immediate objective of these tactics might differ from the immediate objective of the tactics discussed earlier. For these tactics, emotional breakdown of the target is the primary goal — it need not be witnessed by anyone. If emotional breakdown occurs when witnesses are present, that's just a bonus from the abuser's perspective, rather than a primary objective.
Intentionally trying to "break" someone makes little sense to most of us. But many abusers do have purposes in mind, ranging from deeply unhealthy to politically cynical. Abusers might feel driven to engage in abuse, compelled by internal forces that most emotionally healthy people can't even grasp — thank goodness. Or abusers might be seeking revenge for some real or imagined offense by the target or by someone the target cares about. Or the abuser might be trying to motivate the target to leave the company or transfer elsewhere within it. Or the abuser might have been ordered to abuse the target by someone else who has the power to derail the abuser's career if the abuser doesn't cooperate. Purposes vary, and conjuring dozens more examples would not be difficult.
To create Intentionally trying to "break"
someone makes little sense to
most of us. But many abusers
do have purposes in mind.in the target a continuous sense of fear, anxiety, or stress, the abuser (whom I'll call Alpha) must persuade the target (whom I'll call Theta) that Alpha can substantially degrade Theta's quality of life at work and maybe even life at home. Persuading Theta of this is relatively easy if Alpha is Theta's supervisor, or if Alpha is even higher in Theta's supervisory chain. Or perhaps Theta believes that Alpha is capable of organizational blackmail, as might be the case if Alpha knows something about Theta's background or situation that Theta would rather Alpha not disclose. Whatever the circumstance, such an imbalance of power is assumed in the set of tactics Alpha can use to create in Theta's life a sense of fear, anxiety, or stress.
Let me begin with the most obvious tactic: threatening termination or disciplinary action. In this scenario, Alpha indicates to Theta that termination procedures — or other procedures that could lead to disciplinary action of some kind — are either underway or about to be underway.
In most organizations, actually invoking such procedures is a laborious, bureaucratic process. For this reason, Alpha might prefer not to do so for real, but might instead choose to persuade Theta that such procedures have been invoked, when in fact they have not. For example, Alpha might require Theta to sign an official looking but totally fake document that states that Theta understands that these procedures have been invoked.
To defend themselves against such subterfuge, targets can educate themselves about formal termination and disciplinary procedures. Then when their abusers try these fraudulent tactics, targets can recognize them and avoid the stress and anxiety that abusers are trying to induce. Avoiding the stress and anxiety helps targets think clearly and avoid "losing it."
Thinking clearly can be a significant advantage in such situations. For example, when presented with such an official-looking document to sign, Theta might say to Alpha, "OK, I'll sign, but I'd like to read it first. And I'd like a representative of Human Resources to be here in case I have any questions. So call Marty please. Oh yeah, and I'd like a copy for myself signed by you if you don't mind."
Such an approach would help screen out the fake-document ploy described above. It would compel Alpha to follow the formal procedure, which would probably be safer for Theta than whatever Alpha had in mind. The ultimate outcome might still be termination or a disciplinary action, but at least Theta would know that the rules would be in force.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Peace's Pieces
- Just as important as keeping the peace with your colleagues is making peace again when it has been broken
by strife. Nations have peace treaties. People make up. Here are some tips for making up.
- In workplace politics, some people always seem to be seeking information about others, but they give
very little in return. They're pumpers. What can you do to deal with pumpers?
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- Social Isolation and Workplace Bullying
- Social isolation is a tactic widely used by workplace bullies. What is it? How do bullies use it? Why
do bullies use it? What can targets do about it?
- Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers
are a special case.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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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. Here's a date for this program:
- 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.
- 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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