Although abuse at work takes many forms, targets seeking to minimize the harmful effects of abuse would do well to study verbal abuse. Verbal abuse is the most common form of abuse at work for three reasons. First, anyone can engage in verbal abuse, because it doesn't require access to organizational resources. Second, we are (nearly) all experienced in abusing others verbally, because we learn to do it as children. And finally, when emotions take over, abusing others verbally is the one tactic that requires neither planning nor tools.
Plausible deniability
Effective responses to verbal abuse must necessarily begin with identification. Obviously, you can't respond effectively to an abusive act if you don't recognize it as abusive. That's one reason why covert verbal abuse tactics are so appealing to sophisticated perpetrators. But sophisticated perpetrators employ covert verbal abuse tactics for an even more important reason. They want to be able to plausibly deny having engaged in verbal abuse. Examples of plausible denials:
- "Don't be so sensitive. I didn't mean anything by it."
- "I was only yanking your chain. You have to learn to have a little more fun."
- "It's just the way he is. Don't take him so seriously."
Overt techniques of verbal abuse
I have Words can be the means by which we
exchange important information and
ideas. Or they can be the weapons
we use to harm each other.no examples of plausibly deniable verbal abuse because words don't appear to be abusive unless you know the context in which they are used. And typically, only the target has enough context to recognize the abuse as such.
But we can categorize the methods perpetrators use. Covert techniques of verbal abuse are those that are so subtle that they escape notice. I'll treat those in a future post. In this post, I provide examples of overt verbal abuse — tactics that are visible to anyone witnessing the exchange.
- Mispronuncing, misnaming, and misstating
- Intentionally mispronouncing the target's personal name can be a form of denying acknowledgement of the target's validity as a human being. Repeating this error, especially before an audience, enhances the effectiveness of this tactic. In written communication, this tactic takes the form of misspelling or misnaming. Referring to Ellison as Allison, or to Bart as Bert, are examples.
- But personal names are only one form of this technique. The perpetrator can apply this tactic when referring to projects, techniques, procedures, vendors, or initiatives — anything known to be favored by the target. The effect is similar: it communicates disdain for the item mis-referenced. The perpetrator thereby denies its very existence, indirectly abusing the target.
- Threatening
- Threats are explicit statements of intent to cause harm. These acts are perhaps the most obvious examples of verbal abuse. They usually consist of a condition and a consequence that the target regards as physically, professionally, or psychologically harmful. Example: "If you do X, I'll do Y." Either the condition or the consequence (or both) can occur in a negative form, as in, "If you don't do X, I'll do Y," or "If you do X, I won't do Y," or "If you don't do X, I won't do Y."
- Threats can also be unconditional, as in, "I'll do Y." Threats of this form are uncommon, because they don't require the target to undertake any action the perpetrator might find desirable. They merely inform the target that harm lies in the target's future. However, unconditional threats do serve as demonstrations of power, as in, "I'm about to harm you by doing Y, and there is nothing you can do about it."
- Because threatening is so widely viewed as unacceptable behavior, sophisticated abusers often deliver threats in private.
- Talking over
- Talking over someone is the practice of speaking while another person is speaking. When it happens accidentally, the partners halt immediately to politely resolve the collision. But talking over can occur intentionally as well. There are two modes: Defensive Talking Over and Offensive Talking Over. If Speaker 1 refuses to yield even after Speaker 2 interrupts to begin talking, then Speaker 1 is engaged in Defensive Talking Over. In that instance, Speaker 2 is engaged in Offensive Talking Over. When these incidents occur, a voice volume contest often ensues.
- Talking over another person can be abusive or disrespectful, depending on the intensity of the incident. But it isn't a favored tactic of sophisticated perpetrators. Although both modes (Offensive and Defensive) are potentially abusive, neither is deniable, at least not plausibly so. Usually, these incidents occur between rivals as part of a pattern of long standing.
- Even though these tactics are visible to all, the perpetrator can nevertheless deny that they were intended to be abusive. A name is mispronounced accidentally; the threat delivered in private "never happened;" the talking over was perhaps "excessively passionate," but not abusive. We all see what's happening, but because of the perpetrator's skill, we're compelled to admit that perhaps abuse did not actually occur. With enough repetition, though, the perpetrators can be found out.
In a future post I'll examine tactics that are more difficult to identify, even if repeatedly employed. Top Next Issue
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!
Your comments are welcome
Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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 Conflict Management:
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- Unwanted Hugs from Strangers
- Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while,
this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- 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.
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
See also Conflict Management and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
- Coming September 4: Beating the Layoffs: I
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
- And on September 11: Beating the Layoffs: II
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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
rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed