In an earlier post, "Overt Verbal Abuse at Work," Point Lookout for July 20, 2022, I noted that many of those who abuse others verbally prefer to use tactics that provide them with plausible deniability. That is, perpetrators prefer tactics that enable them to deny that they were intending to harm or offend anyone. But tactics even more favored, from the perpetrator's perspective, are those that, while abusive, escape the notice of all concerned — both targets and bystanders. When artfully employed, these covert verbal abuse tactics do harm the perpetrator's targets, but they do so in ways that few notice. Many of those who do witness the use of these tactics misinterpret them as benign, supportive, or even laudatory.
Here are five examples of covert verbal abuse tactics.
- Unfavorable placement in lists
- The order of elements in a list communicates a subtle message pertaining to the relative significance of the elements of the list. For example, "I'd like to thank the entire maintenance team for their rapid response this weekend, and especially X, Y, and Z."
- The first and last positions of lists (in this example, X and Z) are the most significant. [Brenner 2022] But they can be either favorable or unfavorable, depending on the details of the presentation. In this tactic, the opportunity for abuse lies in the potential for misrepresenting the relative importance of the items in the list. The list placement tactic is subtle; perhaps that's why it's such a favorite of those who seek plausible deniability for their abusive behavior.
- Condescension
- To speak condescendingly to a target is to patronize, to speak haughtily, or to speak in a way that presumes superiority over the target. Example: "I might consider you annoying, if I gave you any thought." Or, upon meeting a former colleague from a previous place of employment, "Ah, I see you still exist."
- Unlike some Many of those who witness the use of covert
verbal abuse tactics misinterpret them as
benign, supportive, or even laudatory.of the other tactics discussed in Part 1 — threats are an example — condescension is employed primarily not for the target, but for third parties. When performed artfully, some targets are actually unaware of the condescension. - Ridicule
- Ridiculing or denigrating personal attributes is plausibly deniable if the perpetrator can couple the ridicule with genuine humor. Genuine humor can provide a cover for genuine abuse.
- The more hurtful forms of this abuse entail ridicule of personal attributes that the target cannot change, or wouldn't want to change, or finds difficult to modulate or impossible to conceal. Examples of these attributes are gender, sexual orientation, height, weight, demeanor, speech impediments, age, national origin, race, ethnic background, criminal record, and so on.
- Gaslighting
- Gaslighting is a form of abuse in which the perpetrator takes steps designed to make the target question his or her feelings or sanity. In extreme cases, targets doubt their own ability to accurately perceive reality. When the perpetrator can accomplish this, the perpetrator then can use control over the target to accomplish other objectives.
- For example, in a financially troubled company, key personnel sometimes depart voluntarily, exacerbating the company's troubles. The need to prevent further attrition of key personnel can drive management to conduct a series of all hands meetings in which they will reveal to employees "secret initiatives" that promise financial renewal. A condition of admission to these meetings is execution of a revised non-compete agreement that binds employees to the company more effectively than did the previous agreement. By highlighting the "secret initiatives" Management distorts employees perceptions of the non-compete agreement.
- Labeling
- Labeling, also known as name-calling, is the tactic of affixing a term to the target for the purpose of associating undesirable tropes with the target. Ethnic and religious slurs are examples of labeling. Although the racist and anti-religious forms of labeling do occur in the workplace, they tend not to provide plausible deniability. They are therefore found in use more frequently in private settings.
- More open usage of labeling is likely associated with stereotypes associated with professions. For example, technologists might be regarded as "too geeky to put in front of a customer." Or a technical writer might be directed to "rewrite the user guide in terms even HR can understand."
Last words
These five tactics are just examples. There are many more. Another example: "There's that tactic James was mentioning the other day, I've forgotten what it was, but there was some disagreement about whether it was abusive, can you remind me?" This way of describing the tactic makes it seem unimportant, while it associates it with James, making James seem unimportant. What looks like a comment about a tactic is actually a comment about James. Tricks like this are difficult to notice in real time. Practice does help. First issue in this series Top Next Issue
Is 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!
Footnotes
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
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 Conflict Management:
- Dispersed Teams and Latent Communications
- When geography divides a team, conflicts can erupt along the borders. "Us" and "them"
becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why
does this happen and what can we do about it?
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even
when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
- The Myth of Difficult People
- Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult
people, but are they as numerous as these books and Web sites would have us believe? I think not.
- Resolving Ambiguity
- Ambiguity is anathema to success in collaborations. It causes errors and rework, extending time-to-market.
When we interpret information, we often choose the first interpretation we find, never recognizing that
others are possible. That leads to failure.
- Toxic Disrupters: Responses
- Some people tend to disrupt meetings. Their motives vary, but their techniques are predictable. If we've
identified someone as using these techniques we have available a set of effective actions that can guide
him or her toward a more productive role.
See also Conflict Management and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
- Coming 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.
- And 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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
Recommend this issue to a friend
Send an email message to a friend
rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed