Alexander Abdennur - Camouflaged Aggression in Organizations: A Bimodal Theory

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Copyright 2020 Alexander Abdennur

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Title: Camouflaged aggression in organizations : a bimodal theory / Alexander Abdennur.

Names: Abdennur, Alexander, 1945 author.

Description: Includes bibliographical references and index.

Identifiers: Canadiana (print) 20200249037 | Canadiana (ebook) 20200249150 |
ISBN 9781772124910 (softcover) |
ISBN 9781772125290 ( EPUB ) |
ISBN 9781772125306 (Kindle) |
ISBN 9781772125313 ( PDF )

Subjects: LCSH : Violence in the workplace. | LCSH : Personnel management.

Classification: LCC HF 5549.5. E 43 A 23 2020 | DDC 658.4/73dc23

First edition, rst printing, 2020.

First electronic edition, 2020.

Digital conversion by Transforma Pvt Ltd.

Copyediting by Anne Laughlin.

Proofreading by Joanne Muzak and
Tanvi Mohile.

Indexing by Adrian Mather.

Cover design by Alan Brownoff.

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CONTENTS

INTRODUCTION

THE PURPOSE OF THIS BOOK is to identify common forms and strategies of aggression that are today permeating the workplace and social interaction in general. The expressions of aggression studied here are often carried out in the context of large, complex organizational structures where organizational procedures and regulations can be used as instruments for the delivery of and as masks for the aggression. In this book, aggression is defined as any action or inaction directed by an individual toward the goal of making another individual suffer.

The bimodal theory of aggression proposed in this book maintains that when aggression is expressed through formal structures it becomes masked. Four components of the aggressive act can be hidden: the intention to hurt, the perpetrator, the act of aggression, and even the victim. The structures of the formal organization can mask and rationalize all of the above components, while none of them can be masked within a strictly interpersonal conflict. Thus, in the context of formal organizations, the psychological drive of aggression undergoes three qualitative changes: 1) it acquires multiple avenues for expression; 2) it seeks to avoid responsibility or retaliation; and 3) it undergoes a phylogenetically based regression. This regression shares aspects of the camouflage strategy relied on in lower species. The animal uses camouflage (as blending and false pretence) to better zero in on the prey, to escape being preyed on, and to minimize counterattack. The use of camouflage and deception may at certain times be viable in a competitive world; yet it is important to note that humans evolved mainly through directly confronting the world and transforming the environment.

According to the proposed bimodal theory, aggression is expressed through two major modes: the confrontational mode and the non-confrontational mode. These two modes, which emerge from the same drive, become qualitatively differentiated in their social expression and impact. Being qualitatively different, a dialectical relationship develops between them, allowing them to balance and contain each other. Since most types of aggression in organizations are expressed through formal structures, they are often non-confrontational and masked. When avenues for expression and redress belonging to each mode are available, camouflaged aggression is better contained, as this allows the processes of modal balancing to take place. When avenues for the expression of one mode are not available, there is an increase in the aggression in the opposite mode, which is often followed by an increase in the overall level of aggression.

There has been rising public concern about non-violent aggression in the workplace. This type of aggression can negatively impact morale, mental health, and productivity. Four main approaches to workplace aggression have been adopted by experts studying this phenomenon:

A personality approach, focused on typical personality traits of perpetrators as they behave in organizational settings. Some experts (e.g., Markham, 1993) describe typical cases of difficult individuals in the workplace and how to handle them. Others (e.g., Babiak & Hare, 2006) use case illustrations based on the established psychiatric diagnosis in their study of the workplace psychopath. The present study examines the several personality disorders in relation to workplace aggression. Established diagnoses may constitute better reference points than general case studies.

A management approach, which relates most aggressive behaviour in the workplace to failures in management. Instances of inadequate management create frustrations and conflicts that lead to all forms of aggressive behaviour. Effective organizational behaviour reduces aggression.

A classification approach, which focuses on categories of abusive behaviour in the workplace. This approach seeks to account for workplace aggression by depicting: 1) the type of aggressive behaviour, 2) the type of harm inflicted, 3) the motive behind the behaviour, and 4) the medium or context of expression, such as physical, verbal, emotional, sexual, and cyber forms of aggression. Such accounts appear under classifications and general constructs such as bullying, mobbing, incivility, abusive supervision, social undermining, work sabotage, and interpersonal conflict. The most popular construct has been bullying . The term has been extensively used to refer to forms of behaviour intended to harass, intimidate, dominate, manipulate, and humiliate a person, in the workplace and other social domains (Williams, 2011; Lipinski & Crothers, 2014; DeLara, 2016). When bullying is carried out by a group against an individual, it is referred to as mobbing (Leymann, 1996; Duffy & Sperry, 2014). An essential assumption for the existence of bullying is an imbalance of physical and social power;
the stronger party bullies the weaker. But in complex formal systems the behaviours described as bullying can be carried out without a power differential; they can be carried out horizontally and upwardly through the organizational structure. Accordingly, bullying becomes less distinguishable from conflict where indi-viduals clash over opposing principles, interests, and perceptions. But most importantly, it tends to overlap with other related
behaviours, such as abusive supervision, social undermining, and incivility (Hershcovis, 2011). Paradoxically, the construct of bullying is largely incongruent with the symbol it is attached to. The bull attacks in a straight line and is highly visible, whereas organizational bullying is often indirect and camouflaged.