Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 8, Issue 9;   February 27, 2008: Responding to Threats: II

Responding to Threats: II

by

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.

Classifying threats helps us evaluate our possible choices of responses. In Part I of this little catalog of threat types, we looked at the Nonviolent 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.

Tornado in a mature stage of development (Photo #3 of a series of classic photographs)

Tornado in a mature stage of development (Photo #3 of a series of classic photographs). This tornado struck in and near Enid, Oklahoma, on June 5, 1966. The path of destruction of a tornado is usually narrow, compared to the scale of most meteorological phenomena. Observing a tornado from a distance, therefore, is usually not dangerous, unless one is standing in its path. In some ways, direct threats are like tornadoes that are headed your way but haven't yet arrived: you can see them coming, and they can cause serious damage when actualized. Our knowledge of tornadoes suggests an effective way to deal with threats: get out of the way, and don't build your house in Tornado Alley. Photo by Leo Ainsworth, courtesy U.S. National Oceanic and Atmospheric Administration, NOAA Photo Library, NOAA Central Library, OAR/ERL/National Severe Storms Laboratory (NSSL).

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 sometimes 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?s 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 response
Yet, 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.

In the next part of this series on threats, we'll examine indirect threats. That's a promise.  Responding to Threats: I First issue in this series   Responding to Threats: III Next issue in this series  Go to top Top  Next issue: What, Why, and How  Next Issue

101 Tips for Targets of Workplace BulliesIs a workplace bully targeting you? 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 . Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Bullying:

Too much time on his handsHurtful Clichés: II
Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Here's Part II of a series exploring some of these clichés.
A thiefLooking the Other Way
Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking the other way is also risky. What are the risks of looking the other way?
A polar bear, feeding, on landResponding 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.
Senator Joseph R. McCarthy (Democrat of Wisconsin)Confronting the Workplace Bully: II
When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation is a better choice than many believe — if you know what you're doing.
September 11, 2001 attacks in New York CityLook Where You Aren't Looking
Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events?

See also Workplace Bullying and Workplace Bullying for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.