Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 6;   February 8, 2017: Toxic Conflict in Teams: Attacks

Toxic Conflict in Teams: Attacks

by

In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog of covert attack tactics.
The FBI wanted poster for Evgeniy Mikhailovich Bogachev, a Russian cyber criminal

The FBI wanted poster for Evgeniy Mikhailovich Bogachev, a Russian cyber criminal alleged to have been associated with creating the Gameover ZeuS botnet, which used encrypted communications between its control servers and its nodes, making it much more difficult for law enforcement to shut down. It was temporarily terminated in June, 2014. According to the FBI, "Bogachev and his cybercriminal associates are responsible for the theft of over $100 million from U.S. financial institutions, Fortune 500 firms, universities, and government agencies."

Modern cyber attacks are always covert in nature. Consequently, officials rarely uncover them until after damage has reached significant scales. So it is with covert attacks in teams of knowledge workers. Team leaders and management would do well to elevate their attack detection skills.

Violent conflict is rare in teams of knowledge workers. Because most organizations have policies about violence, officials intervene effectively, and violent conflict quickly leads to disciplinary or legal action and possible termination. Toxic conflict, or non-violent destructive conflict (NDC), is more common. More common it may be, but more manageable it is not. Because few organizations have effective policies for NDC, many team leaders must address it on their own.

The Karpman Drama Triangle[Karpman 1968] can be a useful model for understanding NDC in teams. Here are brief descriptions of the three roles of the Triangle, emphasizing deeds rather than intentions.

Persecutor
Persecutors attack their Victims, using tactics like blaming, controlling, isolating, shaming, lying, or whatever might inflict psychic pain that advances the Persecutor's agenda, if there is one.
Victim
Victims adopt stances of hopeless helplessness. They rarely try to defend themselves, or escape their Persecutors' attacks, or constructively address their situations. Instead, they plead (sometimes silently) to anyone who might possibly come to their rescue.
Rescuer
Rescuers intervene between Victims and Persecutors, but they do so ineffectively. They might interrupt the persecution, but they rarely end the Persecutor's ability to re-engage. Victims therefore become dependent on the Rescuers' continuing intervention.

Although early indications of NDCs are usually attacks by Persecutors on Victims, team leaders watching for attacks miss many of them. Here's a catalog of attack modes frequently overlooked.

Isolation
Isolating Victims by any means, including rumormongering or exclusion from meetings formal and informal, is difficult to detect, unless you're the Victim. Watch carefully. See "Social Isolation and Workplace Bullying," Point Lookout for August 21, 2013.
Tweaking CCs
Tweaking CCs are email messages containing damaging information, sent to Victims, and copied to supervisors or others in management. To enhance deniability, these messages usually appear businesslike, even though they contain aspersions. See "The Tweaking CC," Point Lookout for February 7, 2001.
Plopping
In plopping Team leaders watching for personal
attacks in toxic conflicts miss many
of them because they are covert
incidents, the Persecutor is actually everyone in the meeting except the Victim. When the Victim makes a contribution, they all let it "plop." There is an awkward pause and then the discussion resumes as if the Victim were not even present. See "Plopping," Point Lookout for October 22, 2003.
Disinformation
Disinformation is more than mere lies. Truly effective disinformation is easy or cheap to produce, difficult or expensive to disprove, and damaging to the Victim. Disinformation thus enables the Persecutor to saturate the Victim's defenses. See "How Workplace Bullies Use OODA: I," Point Lookout for April 13, 2011.
Deprivation
Depriving Victims of resources needed to fulfill their responsibilities is an attack that's difficult to bear. Assigning unfavorable offices or cubicles, restricting access to information, or providing outdated equipment are examples for individual Victims. Project Victims (yes, projects can be Victims) might be staffed with untrained or less capable personnel or they might be allocated inadequate budgets.

These tactics can escape anyone's notice. But when attacks of a less covert nature occur — shouting, foul language, direct insults, whatever — look more closely. A pattern of prior covert attacks calls for vigorous investigation. Go to top Top  Next issue: Directed Attention Fatigue  Next Issue

[Karpman 1968]
Karpman, S. "Fairy tales and script drama analysis," Transactional Analysis Bulletin, 7:26, pp. 39-43, 1968. Retrieved from https://c4i.co/1e5. Additional related resources are available at this site. Back

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

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Forthcoming issues of Point Lookout

The end of the line for a railroad trackComing May 30: Chronic Peer Interrupters: I
When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
Mohandas K. Ghandi, in the 1930sAnd on June 6: Chronic Peer Interrupters: II
People use a variety of tactics when they're interrupted while making contributions in meetings. Some tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics. Available here and by RSS on June 6.

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