
Sunflower (Helianthus annuus). Jardin des Plantes, Paris. The sunflower is an example of a pseudanthium, which is actually a compound flower. The "petals" of the sunflower are complete flowers. And the center is a dense pack of individual flowers.
So it is with abuse at work. What appears to be one kind of abuse might actually be another kind entirely. Distinguishing types of abuse typically requires more contextual information than most outside observers have.
Photo by Alvesgaspar (cc) Attribution-ShareAlike 3.0 Unported courtesy Wikimedia Commons.
Bullying at work is one form of workplace abuse. Many organizations are now enlightened enough to have deployed anti-bullying policies, and that's certainly progress. There is a problem, though, associated with applying these policies. And the problem arises from the distinction between bullying and other forms of workplace abuse. All bullying is abuse; not all abuse is bullying. This distinction is especially clear for abuse that occurs in the context of what I call capability inversions.
Terminology
Let's begin with two definitions.
- Bullying
- Bullying behavior is behavior primarily motivated by the intent to inflict physical or psychological pain and then to witness the target's suffering. It need not be series of incidents involving the same target. It arises from a compulsion whose urges must be satisfied with some regularity.
- Capability inversion
- Capability What appears to be one kind of abuse
might actually be another kind entirely.
Distinguishing types of abuse typically
requires more contextual information
than most outside observers have.inversions can occur in groups that have specific missions. An inversion occurs when those who have the highest levels of formal organizational authority also have relatively lower levels of subject matter expertise. And those with lower levels of formal organizational authority have relatively greater levels of subject matter expertise.
In what follows, I use the name Lester to refer to the less competent leader, and the name Martine to refer to the more competent subordinate.
Concealed capability inversions
A capability inversion can be healthy and effective when the group members acknowledge it. Typically, Lester (the less competent leader), and Martine and her colleagues (the more competent subordinates) recognize the capability inversion, and adopt a configuration I have termed "a leader with expert advisers." [Brenner 2020.1] [Brenner 2020.2]
But some unit leaders are uncomfortable with acknowledging the existence of a capability inversion. They insist upon denying its existence. And that's when trouble can arise. Failing to establish a team of expert advisers, Lester tends to intervene in the detailed work of Martine and her colleagues. Meanwhile, because Lester lacks a basic understanding to the unit's mission, he commits leadership errors that undermine Martine's work. In some cases, these actions are identified as micromanagement on Lester's part, but a capability inversion might be a better description of the root cause.
Tensions rise. Some Lesters come to regard their Martines as insubordinate. They interpret as political plots and mutinous activity actions Martine undertakes to advance the unit's mission despite Lester's blundering interference.
Non-bullying abuse
If Lester is in an organization that's trying to deny the existence of a capability inversion he might face a difficult choice. As Martine engages in what she sees as activities necessary for protecting the organization, Lester experiences these actions as insubordinate or even hostile. In defense, he takes steps to limit the "damage" to the organization and to his place within it. He might begin by warning Martine, or limiting her involvement in unit activities. But if she persists in her attempts to save the unit from Lester, he escalates, possibly becoming abusive. In some cases, Lester's actions might appear to be bullying.
But though they might appear to be bullying, they might not be. Lester's actions aren't driven by a compulsion to inflict pain. Rather, he's trying to prevent Martine from damaging his own career, and with it his own view of his own performance. He's driven to this stance by his insistence that Martine, his subordinate, cannot be permitted to demonstrate capabilities he lacks. If necessary, Lester terminates Martine, or changes her assignment to one less likely to afford her opportunities to engage in "insubordination." If he can isolate her in this way, his need to deal with her vanishes. If Lester were bullying Martine, his inner compulsions would lead him to continue the abuse, even though she could no longer harm him in any way.
Abusive it may be. Bullying it is not.
Last words
It is of course possible for a bully to ascend through the ranks of an organization to achieve a position of a less competent leader responsible for a unit that's populated by more competent subordinates. When that happens, unless all involved acknowledge the capability inversion, the abusive behavior of the less competent leader might actually be bullying. Distinguishing this case is possible if one considers accounts of the leader's bullying from subordinates in previous situations that did not involve capability inversions. First issue 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!
Footnotes
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and
found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Devious Political Tactics:
On the Risk of Undetected Issues: II
- When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment
on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes.
How can we improve our ability to detect undetected issues?
Why People Hijack Meetings
- When as chair of a meeting, you have difficulty completing a reasonable agenda, you might be the target
of a hijacking. Here's Part I of a series exploring meeting hijacking.
Preventing Meeting Hijacking
- Meeting leads, meeting chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation,
or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing
hijacking.
On Ineffectual Leaders
- When the leader of an important business unit is ineffectual, we need to make a change to protect the
organization. Because termination can seem daunting, people often turn to one or more of a variety of
other options. Those options have risks.
Fake Requests for Help
- When a colleague asks for assistance, we can feel validated, even flattered. But not all requests for
help are what they seem. The more devious amongst us can be endlessly creative in employing requests
for help to achieve devious ends.
See also Devious Political Tactics and Devious Political Tactics for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick





Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
