Classifying threats helps us evaluate our possible choices of responses. In Part I of this little catalog of threat types, we looked at the Non-Violent Physical threat and No-Dessert-For-You — the implied withdrawal of desirable privileges or resources. The former is a direct threat; the latter is more indirect.
A direct threat is "uncloaked." It's delivered personally, without apology or qualification, and with emotional force. An indirect threat is dressed up or disguised in some way so as to insulate the threatener from any consequences of having issued a threat. Direct threats expressly or implicitly suggest harm to the target. For instance, "If you don't think you can get this done, we'll find someone who can."
In everyday conversation, we sometime use the term threat as if it meant empty threat. That is, we think of threats as risks that are unlikely to materialize. We say, "The sky looks threatening, but I don't think it will actually rain." In this discussion, threat means something more. It is an expression of intent to harm, and it is to be taken seriously.
A threat's degree of directness can be a valuable guide for choosing a response, because it can indicate the state of mind of the threatener. Directness can also reveal how vulnerable or powerful threateners feel, or how clever, or how resourceful they are. Most important, the directness of a threat can suggest how the threatener might respond to your response.
Here are some suggestions for dealing with direct threats.
The effectiveness of threats derives in part from fear, but direct threats rely on fear almost entirely. In a state of fear, the target is less likely to think clearly, and more likely to react reflexively. Users of direct threats seek precisely this advantage, and they're probably unaccustomed to dealing with — or lack the skill to deal with — those who are unafraid.
A threat's degree of
directness can be a
valuable guide for
choosing a responseYet, those who threaten directly aren't afraid of being caught using threats. That this feeling of invulnerability might be delusional makes no difference to targets — the threats will sting just the same.
Challenging direct threats directly is unlikely to succeed. If the threatener actually is invulnerable, direct challenges will likely fail. And even if the threatener is bluffing, he or she probably won't back down, because retreat would render future threats ineffective.
If you know that you work for someone who uses direct threats, prepare yourself. Don't wait for further direct threats to materialize. Be ready to resign your position at any time. Preparedness liberates you — it takes the sting out of threats. And if you start searching for a new job, you just might find something better.
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More articles on Workplace Bullying:
- 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.
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- When the Chair Is a Bully: I
- Most meetings have Chairs or "leads." Although the expression that the Chair "owns"
the meeting is usually innocent shorthand, some Chairs actually believe that they own the meeting. This
view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
- 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?
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.