Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
April 20, 2011 Volume 11, Issue 16
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

How Workplace Bullies Use OODA:
Part II

by

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.
A modern roller coaster showing an inverted portion of the trip

A modern roller coaster showing an inverted portion of the trip. Although targets of bullies often use the roller coaster metaphor for its evocation of the "up and down" of being the target of a bully, the metaphor is much more useful than that.

Roller coasters produce in their riders an overwhelming sense of fear. Even though they progressively slow down after their first hill, the experience of fear never lets up, and in the best coasters, it builds throughout the trip. They accomplish this by using ever-tighter turns, inversion, and view management to create a heightened sense of fear as the ride proceeds. Fear management is the essence of the coaster designer's art. Bullies do exactly the same thing. Photo courtesy U.S. Access Board.

Last time, we began our exploration of how workplace bullies use the OODA Model by noticing that most bullies are very intuitive about it. And we gained some insight into how bullies select targets, and how targets can respond. Let's now consider how bullies use the OODA model for shaping the dynamics of the environment in which they work.

Controlling tempo
Bullies understand that a high tempo of attacks can overwhelm targets. By getting inside their targets' OODA loops, they reduce the effort required to maintain the advantage. Since workplace bullies also understand that targets who feel hopeless are more likely to quit their jobs, bullies relent when they sense that their targets are near their breaking points.
Targets often report a feeling of being "on a roller coaster" of emotion, as they experience this alternation of intensity levels of bullying. The variation of intensity itself wears on targets. Some cease all efforts to resist, resigning themselves to just finding a way to endure. Bystanders are often intimidated, too, as they witness the bully's power to destroy targets.
Targets who understand and expect this alternation of intensity levels are better able to maintain emotional control. They won't relax as much during low-intensity phases, and they won't lose all hope during high-intensity phases. They also understand that their bullies use the targets' own responses to gauge what level of intensity would be most effective.
Environmental shaping
From the bully's perspective, environmental shaping requires paying attention to the activities of many people. First, there are the targets themselves. But there are also bystanders, supervisors, and miscellaneous officials.
Because From the bully's perspective,
environmental shaping requires
paying attention to the
activities of many people
bystanders might report the workplace bully's activities to officials, bullies seek to intimidate bystanders, or better, to convert them into compliant allies. Since supervisors can also be threats, bullies either mollify them with bribes of performance, or threaten them directly or indirectly. They often employ deception to confuse the supervisor, and they carefully monitor the supervisor's state of mind. They must also monitor, deceive or control other organizational officials, who tend to be less trouble since they're usually more distant.
Since the environment surrounding the bully can be very complex, the bully tries to simplify the situation by limiting the number of players involved, or by deceiving them about the nature of the bullying activity. Undermining the bully's deceptions is therefore a profitable strategy for targets, because it adds complexity to the overall problem the bully must solve.

These observations suggest that to confound the bully, targets can also use OODA. By being less predictable, and by overloading the bully's ability to shape the environment, targets can get inside the bully's OODA Loop. We'll examine ways to accomplish these goals next time. First in this series  Go to top Top  Next issue: How Targets of Bullies Can Use OODA: Part I  Next Issue
Bookmark and Share


101 Tips for Targets of Workplace BulliesAre you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2010 survey indicated that 35% of workers have experienced bullying firsthand, and that bullying is about four times more prevalent than all other forms of illegal harassment combined. 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 USD 9.99, Order Now!

Your comments are welcome
Would you like to see your comments posted here? rbrenTBfmJmeqfgRzvvHgner@ChaceevaZLYWsTFHYIypoCanyon.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.

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 Workplace Politics:

A variety of fruit choicesWhen All Your Options Are Bad
When you have several options, and all seem politically risky, what can you do? Here are two guidelines to finding your way to a good outcome.
A Turkey Vulture and its mimic, a Zone-Tailed HawkBiological Mimicry and Workplace Bullying
When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently act before they're really ready. Here's a metaphor that explains the value of waiting for the right time to act.
The reverse side of the U.S. quarter dollar coin issued in 2000, honoring the state of New HampsireHow to Undermine Your Boss
Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.
Portrait of Benjamin Lincoln (1733-1810), Major General of the Continental Army during the American Revolutionary WarThe Deck Chairs of the Titanic: Strategy
Much of what we call work is about as effective and relevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.
A rescue puppyYou Can't Control What Other People Think
Ever think that the world would be a much better place if you could control what other people think? Maybe it would be. And maybe not...

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming Issues of Point Lookout

An iphone 4sComing May 27: Compulsive Talkers at Work: Peers, Part II
Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work. Available here and by RSS on May 27.
Mohandas K. Ghandi, in the 1930sAnd on June 3: Just Make It Happen
Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both. Available here and by RSS on June 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrennDgoPwQuYBRPuYOYner@ChacPxLIBdeVVFBPhUHOoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:
Reprinting this article
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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Cognitive Biases and Workplace Decision-Making
For mCognitive Biases and Workplace Decision-Makingost of us, making decisions is a large part of what we do at work. And we tend to believe that we make our decisions rationally, except possibly when stressed or hurried. That is a mistaken belief — very few of our decisions are purely rational. In this eye-opening yet entertaining program, Rick Brenner guides you through the fascinating world of cognitive biases, and he'll give concrete tips to help you control the influence of cognitive biases. Read more about this program. Here's an upcoming date for this program:

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:

How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace -- with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
SSL