Continuing our exploration of the tactics of bully Chairs, we now turn to techniques that depend on the Chair's abuse of the form of the meeting itself. See "When the Chair Is a Bully: I," Point Lookout for June 20, 2012, for more.
- Abusing the executive session
- The executive session, either formal or informal, is perhaps the most extreme form of participation control. It is especially tempting when the executive session attendees are trusted allies of the Chair. When there are customs or bylaws that specify executive session attendees, the Chair's ability to abuse this form is limited to overuse. That is, the Chair allocates to executive sessions decisions regarding issues for which executive sessions aren't required. But when there is no definition of the reasons for convening executive sessions, any use at all potentially constitutes abuse.
- Excluding members of a team that otherwise meets regularly as a whole should be a rare event. Frequent use might indicate intentional exclusion of disfavored attendees. Logging dates and times of all incidents is useful, but unfortunately it is possible only if the executive sessions themselves aren't secret.
- Abusing the one-on-one
- Some Chairs feel that the "entire meeting is against me." Some distrust nearly all attendees. Others feel powerless to oppose the influence of disfavored attendees. To these bully Chairs, the one-on-one provides control. They meet privately with each attendee, so as to eliminate open discussion altogether, and enhance their ability to control — or misrepresent — what the "attendees" can say to each other.
- Since open discussion is an effective means of ensuring informed and sound decisions, Chairs who adopt the serial one-on-one tactic are placing their organizations at risk. Log the frequency of open meetings and note trends in that frequency.
- Limiting what the meeting can discuss or decide
- It's typical for Chairs to determine what is appropriate for discussion at meetings, or at what meetings particular topics can be discussed. This power is abused by Chairs who schedule topics for meetings that disfavored attendees cannot attend, or who sequence agendas so as to schedule certain topics for portions of meetings in which disfavored attendees will be absent. Some Chairs schedule topics so that disfavored attendees might be attending by means of a disadvantaged medium, such as telephone or video, when they usually attend in person. Some Chairs decide that some topics won't be discussed at all.
- Log all Excluding members of a team
that otherwise meets regularly
as a whole should be
a rare eventdecisions that appear to have been taken outside the meeting context, or when disfavored attendees are absent or disadvantaged. This information can be helpful in demonstrating a pattern of abuse.
Chairs are powerful. Bully Chairs abuse that power. Proof of abuse requires both an unambiguous demonstration of a pattern of abuse, and an open-minded supervisor who is willing to examine the proof. First in this series Top Next Issue
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More articles on Workplace Bullying:
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often
are either the cause or part of the results. If we know how to deal with threats — and how to
avoid and prevent them — we can help keep communications creative and constructive.
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
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- How Targets of Bullies Can Use OODA: I
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- Dealing with Rapid-Fire Attacks
- When a questioner repeatedly attacks someone within seconds of their starting to reply, complaining
to management about a pattern of abuse can work — if management understands abuse, and if management
wants deal with it. What if management is no help?
Forthcoming issues of Point Lookout
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- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
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