Definitions vary, but my definition of workplace bullying is any aggressive behavior associated with work and intended to cause physical or psychological harm to others. Social isolation harms others, usually psychologically, by depriving them of social contact within the workgroup, or, for that matter, anywhere at work. Because everyone's need for social contact is unique, bullies tailor the kind and degree of social isolation to ensure that the target finds it painful.
Here are some social isolation tactics used by bully supervisors on target subordinates.
- Assigning the target to a remote site with few co-located peers
- Assigning the target to tasks that require far more travel than peers must endure
- Assigning the target to tasks that prevent the target from participating in meetings face-to-face, while most other peers can
- Assigning the target to tasks that prevent the target from participating in meetings at all
- Assigning the target to tasks on which the target must work alone, while peers work on tasks that allow or require collaboration
- Inviting the target's colleagues to lunch, while excluding the target
- Implicitly or explicitly threatening any of the target's peers who engage in social connection with the target
- When group members go to lunch together, the bully supervisor sits at a table too small for everyone, relegating the target to another table, with as few peers as possible
Bullies whose targets are their own supervisors, or their peers, must use different tactics, but they rarely have difficulty adapting the above methods.
Three factors explain why bullies find social isolation tactics so attractive.
- Vicarious experience of psychic pain
- Most bullies are Unlike many other means of inflicting
harm, social isolation requires the
cooperation of everyone who has
social contact with the targetmotivated by a desire to inflict psychic or physical pain on others. Typically, they want to actually observe the target suffering. Social isolation provides the elation the bullies seek, if the isolation is complete enough to cause observable suffering.
- The thrill of power
- Unlike many other means of inflicting harm, social isolation requires the cooperation of everyone who has social contact with the target. By successfully isolating their targets socially, bullies receive validation of their power to enlist that cooperation.
- Social isolation, cleverly executed, is deniable. That is, if an investigation occurs, the bully can credibly deny having done anything with the intention of causing harm. And targets can't be certain that the isolation was carried out with the intention of inflicting harm. This makes social isolation a favorite tactic of the covert bully.
Some targets respond to social isolation by soldiering on, seeking an end to social isolation by trying to show they are unaffected. This only tells the bully that increased isolation or new tactics are necessary, because the tactics used so far aren't causing observable suffering. Anyway, ending the social isolation isn't the goal — ending the bullying is the goal. More on that next time. 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!
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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: 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.
- See No Bully, Hear No Bully
- Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection
of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
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.
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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.