How the Undercover Workplace Uses Human Nature Against Us

Let's dig right in this week.

We have a habit of trying to solve problems from the surface. And understandably so- we're taught to value things from the outside, that what we may see is all that matters, and that everything else is to "too deep" or "unproveable". This is the foundation of the undercover workplace.

Many organizations operate similarly to high control organizations, in that control (of people and resources) seems to be the name of the game u(not growth, purpose or collaboration as many may say). To keep us willing to participate, many organizational leaders hide these true intentions behind the glitz and glam of corporate life: opportunity, growth, more money, status, "contributing to something good".

Those things are often not the real, undercover driver of organizations, and to keep the rest of us in the dark and compliant, organizations focus on manipulation tactics that take advantage of what have become normal human tendencies and ways of thinking to hide their true intentions.

Those automatic biases (I don't really believe in the term "unconscious bias"- more on that in a future article) that we lean into are often hijacked by workplace bullies and manipulators everywhere in order to carry out their personal agendas in the workplace.

This is by no means an exhaustive list, but here are the most common biases and mental frameworks people operate in, and how manipulative people and companies take advantage of these for their own benefit:

• Liking Bias: One of the most common, this bias is about people being more easily persuaded by people they like or find likable. If there are very surface level characteristics that everyone has agreed are the characteristics that will get you liked, promoted and respected, abusers, bullies and toxic leaders will perform these characteristics to exploit this bias, and get the rest of us to go along with anything they say. For example, being charismatic is seen as a positive trait; so, they will mimic charisma to gain trust and bypass your critical thinking. 

• Bystander effect: In organizations, if someone has been ostracized, bullied, or otherwise abused, people will assume responsibility to end the abuse lies elsewhere- with the victim themselves, with a leader, or with HR- and avoid sticking up for or speaking out about what they see. Again, toxic people thrive in this type of environment, as they know no one will ever hold them accountable, and no one will side with the ostracized person for fear of retaliation. Abuse is made possible by those who do nothing about it- by playing into the abusers lies and by going along with manipulative games. Without the buy-in of bystanders, workplace abuse falls flat.

• Authority bias: People will go along with anyone who performs confidence or authority, even when their asks or behaviors are questionable. The idea is that people will believe that person is right simply because "they're supposed to be" or they project an image of knowing and authority, and will avoid questioning them because questioning someone in that position is seen as taboo (which could get someone labeled or bullied). With this one, it's like we all know something isn't quite right, but it's expected behavior, so we follow it. Bullies often hide behind authoritative-looking personas to appear to be someone we should all follow- when behind the scenes they are inflicting harm onto others. Here again, critical thinking is bypassed in favor of what's familiar or expected.

• Confirmation bias: The way the first three biases are reinforced are via our tendency to have a confirmation bias: people favor information that confirms what they already believe. Bullies and toxic people habitually feed selective stories first to others so that you instinctually believe their version over the victim’s or others who may see through their toxicity. This is why it's hard for victims to get people to believe what's happening to them. They've already heard a "version" of events and are biased to believe it, since it was the first story they heard. 

• Mere exposure effect: The more familiar someone or something is, the more positively people perceive it. Long-term manipulators benefit from tenure or constant visibility, while newer/outsider employees are doubted.

• Halo effect: If someone is seen as competent in one area (charming, high-performing, or well-liked by leadership), people assume they’re good in other areas too. Bullies hide behind a polished exterior to mask toxic behavior. This ties to authority bias- projecting that persona makes people belief that they can't possibly be capable of less than professional behavior- because they play the role well. Narcissists are masters at using the halo effect against others- and implementing the "horns" effect (the opposite of the halo effect) to perception-manage their targets.

• Normalcy bias: People find comfort in what is considered normal, even when normal is dysfunctional and toxic. People assume things are “fine” or “business as usual,” even when red flags show up. Manipulators rely on this to downplay harm (“that’s just how she is”, "That's just how we do things around here"...etc.). No one questions things, because "normal" has been curated for them. This is why you find people who complain about workplace conditions but are loyal to the system. They feel what's wrong but have been conditioned into believing things are right, or "as they should be."

• Ingroup bias: People trust and protect those who are “like them” (in gender, race, role, values, or social circles). Manipulators exploit group loyalty, making targets of abuse “othered". They also use this to keep people obedient, equating obedience with positive regard and success. Since most people seek validation and success, they will gladly be obedient to obtain it.

• "Just world" hypothesis: This ties to the last one. This is the belief that people “get what they deserve.” Bullies frame targets as “difficult,” “too sensitive,” or “not a team player,” so others assume the harm is somehow justified. People who are othered deserve abuse because "they shouldn't be different/difficult/etc." So, here again victims are less likely to find support in these types of systems, since people are conditioned to believe it's the victim's fault.

• False consensus effect: This is about people overestimating how much others agree with them. Manipulators act like “everyone thinks this way (their way),” isolating others who see through their facade into silence. Many people in toxic organizations see the toxicity and may not agree with it, but still they remain silent due to loyalty to the system. It's not that everyone agrees that what is happening is right; it's that everyone is afraid of going against a system in which they've seen how people who do go against it are treated (loss of status, benefits, success, etc.)

• Ambiguity Effect: Have you ever wondered why many organizations never really do anything about the excessive ambiguity they allow? When information is incomplete, people avoid action. Covert aggression thrives in gray areas, and manipulators and high control organizations prefer to keep people confused and dependent - and this is why ambiguity is a fixture in corporate culture. People are just expected to "just deal with it" (see normalcy bias), meanwhile manipulators use this ambiguity to move goal posts and avoid accountability for poor decisions. Many job descriptions include the dreaded "comfort with ambiguity" clause- if you see this, it is a huge red flag you should consider before taking on that role.

• Scarcity Bias: When resources, approval, or access are limited, people compete and tolerate more to keep their spot. Covert bullies withhold information, access, or support to keep control, creating illusions of scarcity to keep people at odds. It's literally like playing people like chess pieces, for their own benefit.

• Status Quo Bias: People prefer things to remain the same, even if they’re harmful, because change feels costly. Bullies and controlling leadership rely on others not wanting to “rock the boat" by implementing new ways of communicating and working- these of course would threaten their position, so they double down on resistance to change. That resistance slows or halts any efforts to evolve and grow, preventing people from gaining the awareness they need to thrive, which would end their behind-the-scenes games.

• Sunk cost fallacy: People stick with bad decisions because they’ve already invested time and energy into them. Organizations keep defending toxic employees because “they’ve been here 15 years” or “they’re too valuable to lose.” People stick with poor processes and policies because "that's what's always been done." People stay in toxic environments because "it's all they've ever known." None of these thoughts are realities- but people conditioned into thinking this way have a hard time letting this mindset go.

Our own default ways of thinking and interacting are typically what holds the undercover workplace afloat- all unbeknownst to us.

As I always say in these articles- awareness is the best thing you can build to combat these types of environments. First, the awareness that you're likely in one (even when you're having a positive experience) and also the awareness that not everyone in that same environment is having the same experience. Secondly, understanding how we're conditioned to normalcy bias- the belief that the common behaviors within corporate spaces are normal, that there is no other way corporate life can be. This limiting belief keeps us from being able to reimagine business and organizations in new ways, keeping us stuck in the same patterns of manipulation and exploitation we've been in for decades.

Interested in learning more? Check out the links below or feel free to send a direct message. Please like, share and repost if this resonates with you, or if you know someone who may benefit.

---

Nicole is an organizational consultant and personal coach, who is passionate about inspiring the changes our society needs for all to thrive. Using lessons learned from her own experiences and challenges, she hopes to help people within organizations by creating mentally, socially, and emotionally healthy workplaces for all.

Help The Workplace Unfiltered reach more people! If you found this article useful, please comment, like and share. If you are interested in workplace wellness coaching and would like to learn more, you can:

• Learn more about Unscripted Leadership™ here.

• Would your team or organizations benefit from a workshop on this topic? Contact me

• Follow Icola Consulting here on LinkedIn: https://www.linkedin.com/company/icola-consulting/