By adopting tactics similar to the mimics of biological mimicry systems, targets of workplace bullies can, in some cases, more effectively defeat their bullies. It takes nerve and smarts, but with Nature's guidance, success is a real possibility. (See "What Is Workplace Bullying?," Point Lookout for March 3, 2010 for a definition of workplace bullying.)
A biological mimicry system involves three roles. The mimic is the organism that indicates, through various means, that it is something it's not. Indications can include coloration, shape, movement, odor, and more. The second role, the dupe is the organism that's deceived. The third role is the model which is the organism or context element that the mimic copies.
In workplace bullying, a target who exploits a mimicry strategy would be a mimic; the model is someone the target copies to deceive the bully; and the bully is the dupe. To see how this works, let's examine a biological mimicry system.
The turkey vulture ranges over much of the Americas. It's a large bird and a scavenger, feeding almost exclusively on carrion. In our example, it plays the role of model. Our mimic is the zone-tailed hawk, whose range overlaps the turkey vulture's. Its plumage resembles the turkey vulture's, but it feeds on terrestrial vertebrates. The dupe is the hawk's prey.
To fool its prey, let's say, a ground squirrel, the hawk soars among turkey vultures, making rocking motions with its wings in the manner of a vulture. The squirrel is fooled, because it feels safe, knowing that vultures seek only carrion. When the squirrel least expects it, the hawk strikes.
Targets of bullies can exploit an analogous strategy. Suppose a bully has been targeting someone. In desperation, the target decides, "I've had enough." Many targets then adopt a common and tragically self-destructive strategy of striking back immediately in small ways. Sadly, this only alerts the bully to the target's change of attitude, and enables the bully to adjust before the target gathers enough strength and courage to be truly effective.
Mimicry An excellent strategy for
bully targets to end the bullying
is not to take any action
at all until all preparations
are completecomes to the rescue. Although the decision to counter the bully's tactics is an essential beginning, the decision alone doesn't make the target capable of stopping the bully. Preparation is required. The target might have to consult an attorney, or gather evidence, or prepare a formal grievance, or assemble witnesses willing to corroborate the bullying charges. These things take time.
Meanwhile, targets can "auto-mimic" — behave just as if nothing had changed. The bullies are therefore not alerted, and thus have no motivation to escalate, or to cover their tracks.
Since bullying might actually continue during this interval, targets often have difficulty concealing the change in their willingness to engage. Self-control is essential. But if the target can dupe the bully until preparations are complete, a surprise counterattack can be very successful. Top Next Issue
Are you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. 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 welcomeWould you like to see your comments posted here? rbrenQVUKFAyBJWNYtpJAner@ChacKzRHbWtzbEjEjBOioCanyon.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.
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.
More articles on Workplace Bullying:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- Deniable Intimidation
- 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.
- 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.
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- When the Chair Is a Bully: III
- When the Chair of the meeting is so dominant that attendees withhold comments or slant contributions
to please the Chair, meeting output is at risk of corruption. Because Chairs usually can retaliate against
attendees who aren't "cooperative," this problem is difficult to address. Here's Part III
of our exploration of the problem of bully chairs.
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUIdnjAULxXyIYfvdner@ChacmpaVHXADNaUFfnFmoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.