In Part II of this discussion of threats, we examined direct threats. Direct threats are uncloaked, delivered personally, without apology, and with emotional force. We saw how they work and examined some possible responses. In this Part III, we'll turn to indirect threats.
The indirect threat is a seemingly clever tactic for making a threat without appearing to be a threatener. One form is: "If you do (or don't do) X, then they will do Y." For example, "If you don't meet your commitments, you'll have to answer to Joanne."
Direct threats and indirect threats do share something — they both derive power from fear. Direct threats evoke fear of the threatener; indirect threats evoke fear of a third party or a force of nature.
Compared to direct threats, indirect threats seem to the threatener to cause less damage to the relationship between the threatener and the threatened. By making a third party the source of pain and fear, the threatener hopes to gain plausible deniability for the threat. The threatener thereby adopts a pose characterized by, "It was a warning, not a threat."
But sadly for the threatener, indirectness doesn't really provide the insulation sought, especially if the threatener is a leader or a manager of the threatened. Because indirect threats attribute superior power to a third party, those threatened tend to look upon indirect threats as an indication of weakness or cowardice on the part of the threatener. They might ask, "Why doesn't he protect us from them?"
Challenging indirect threats is even less effective than challenging direct threats, because a third party is the supposed source of fear and pain. When challenged, the threatener can reply, in our example, "Hey, don't talk to me, talk to Joanne." Or, "Look, it's out of my hands, just get it done." To challenge the threat, you must confront the third party, which can be especially risky if the threat is fictitious.
Working as Challenging indirect threats
is even less effective
direct threatsa subordinate of someone who uses indirect threats as a management or negotiation technique is risky. First, credibility is an issue. Is the threat real? Can it be confirmed? Is it really true that nothing can be done about the threatened consequences? Working for someone who manufactures or misrepresents facts isn't a good place to be.
Second, the indirectness suggests a self-image of weakness, which often accompanies political weakness. The threatener's organization is thus a ripe target for those peers of the threatener bent on advancing their own status by acquiring or wrecking their peers' organizations. Consider moving on, internally or externally, but soon. If you're likely to have a new boss in the near future, it might be better to choose one yourself than to have one chosen for you. First in this series Top Next Issue
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More articles on Workplace Bullying:
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- 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.
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
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- Most meetings have Chairs or "leads." Although the expression that the Chair "owns"
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- Look Where You Aren't Looking
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- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
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read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
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to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
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Read more about this program. Here's a date for this
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- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.