Toxic Disrupters: Tactics

Like all meetings, the meetings of small teams, boards, task forces, and commissions are vulnerable to disruption by determined individuals among their members. Disruption of these groups is sometimes helpful. Indeed, in many cases, disruption by a group member might be the only avenue that leads to a productive outcome. Usually, disruptions are unwelcome, even if they are productive and well intentioned.

But some unwelcome disruptions are toxic. They prevent the group — or, at least, they are intended to prevent the group — from producing a useful outcome. That's why it's important for members of small teams to be familiar with the strategies and tactics of toxic disrupters. In a post to come I'll address responses small groups can use to limit the damage toxic disrupters can do. In this post, I examine the tactics of toxic disrupters, and provide some insight into what makes them so effective.

A field guide for toxic disrupters

This post If members of small teams are familiar
with the strategies and tactics of toxic
disrupters, the team is better able to
limit the harm toxic disrupters can dois written as a set of recommendations for disrupters who want to be truly effective at preventing the small group from producing anything useful. I wrote them this way to make them clear to people who are among the other members of groups disrupted by toxic disrupters. They aren't recommendations, though they do sound as if they are.

In what follows, I use the names Ted (he/him) and Trish (she/her) to refer to the toxic disrupter.

Know (and violate) the group's norms and customs

Most groups have sets of norms and customs that prescribe acceptable and unacceptable behavior of group members. These norms and customs may be written or unwritten, and they may be honored to various degrees. Example: Meetings will start and end on time. Or: We will not interrupt each other.

To prevent the groups' achieving a specific goal, Ted violates outrageously whatever norm or custom supports achieving that goal. For example, if the meeting Chair is facilitating the discussion, interrupting the Chair violates the norm, "We will not interrupt each other." By disrespecting the Chair, Ted reduces the Chair's authority. If Ted is persistent and rude enough, most Chairs are unwilling to do what's necessary to maintain their authority. Ted makes progess towards his goal by making the Chair appear to be feckless, rather than powerful.

Demand attention

Control the focus of the group's attention. If the group is addressing Issue #3, Trish raises Issue #79. If they somehow manage to stay on Issue #3, she raises questions about the manner in which they pursue Issue #3. If the group has formal rules of procedure, she uses parliamentary objections, quorum calls, or anything at all to throw sand in the gears. If necessary, she engages in specious personal attacks and name-calling. Political incorrectness is a useful tool in this effort.

Disrupters had best be aware, though, that counter-attacks are likely if their tactics are too obviously aimed at focusing attention. Connect objections and deflections as closely as possible to the stated objective of the group, without actually advancing the group toward that objective.

Insist on an agenda that conflicts with the stated agenda

In any given meeting, there are usually opportunities to amend the stated agenda. For example, there is the casual question, "Does everyone approve of this agenda?" But the more spontaneous, unanticipated moments are more likely to be disruptive.

For example, consider asking questions of the form, "Is anyone else uncomfortable addressing this item with X unavailable?" X can be a person, a piece of information, the results of a pending decision by another body, and so on. Unnecessary delay, disguised as prudence, can be very disruptive.

Sow distrust

As a toxic disrupter, if you know of personal alliances between or among some of the members of the group, be aware that these folks probably speak with each other privately, out of your awareness. They can coordinate their activities to limit your ability to disrupt the group.

Do what you can to break up these alliances. Question the motives of these people, privately if necessary. Misquote individuals to each other to create distrust among them.

Last words

This post has explored an approach for limiting the harm toxic disrupters can do by first recognizing their strategies and tactics, and then taking appropriate action. One note of caution: distinguishing between toxic disrupters and other well-intentioned disrupters is tricky business. Limiting the ability of a well-intentioned disrupter to disrupt can be just as damaging as failing to limit the ability of a toxic disrupter to disrupt. Much depends on what you know about the disruptive individual outside the context of the small team. Use what you know. If you know little of the person, get to know him or her better.  Top    Next Issue

Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

Your comments are welcome

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 Effective Meetings:

The Perils of Piecemeal Analysis: Group Dynamics

When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster, it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The source of some of this risk is the nature of group discussion.

Brainstorming and Speedstorming: II

Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming.

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.

Pre-Decision Discussions: Facts

The purpose of some meetings is reaching decisions. Because decision making can be difficult, familiarity with the forms of contributions that can occur in such discussions is helpful. Their connection to facts is critical.

Exhibitionism and Conversational Narcissism at Work: I

Exhibitionism is one of four themes of conversational narcissism. Behavior considered exhibitionistic in this context is that which is intended to call the attention of others to the abuser. Here are six examples that emphasize exhibitionistic behavior.

See also Effective Meetings and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming March 26: Seven Ways to Support Word-of-Mouth About Your Content

Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.

And on April 2: Mitigating the Trauma of Being Laid Off

Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.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