- Joined
- 30 June 2007
- Posts
- 7,200
- Reactions
- 1,226
Crikey, I've never looked at it that way.So far as discussion about people being abused, bullied, raped, robbed or otherwise taken advantage of is concerned, to me it seems an issue of too much detail obscuring what's really going on.
Is it really men assaulting women?
Is it really bosses taking advantage of workers?
Etc.
Or is it really a case that whoever has the stronger position is taking advantage of (abusing, bashing, robbing, whatever) the person in the weaker position? That is, it's about relative strength and any detail beyond that is a reflection of that strength but not itself the cause.
Take any example and it's the stronger person in that context who abused the weaker person. Because if the weaker person tries to abuse the stronger then, if they truly are stronger, they can win the fight.
Men are on average physically stronger than women so no surprise that men assaulting women is far more common than women assaulting men. But if a particular woman is stronger than a particular man then the risk is she assaults him not the reverse. It's not gender that determines it, it's just physical strength.
Bosses are usually in a stronger position in the workplace than employees. Hence it's far more common that bullying in a workplace comes from above rather than below or at most extends sideways. Frontline workers generally can't bully boards and CEO's to any major extent - if they think they are it's only because the victim is allowing them to do so for whatever reason.
Relating to that is the concept of strength in numbers.
A group of average women could easily overpower a single man in a physical fight if they're determined to win.
A group of workers, more commonly known as a union, sure can bash management over the head if they want to.
Etc.
If there's one thing someone in power fears most it's the formation of a large, co-ordinated group below them. Hence pretty much anyone trying to "break" something follows the same basic pattern of dividing those below into manageable chunks then, ultimately, individuals.
In business terms if management wants to abandon (for example) the blue collar workforce side of its' operations and outsource that whilst keeping the white collar side then the first step is to divide them. Physically if possible, get the office to one site and the workshop to another site, but ultimately split them by any means possible.
Next step divide the workshop into construction and maintenance or whatever other groups of work can be identified. The more groups you can find, and the smaller they are and the fewer people in each, the better.
Now split each of those groups on the basis of profession, trade or other position.
Instead of a group of (say) 100 workers you've now got a few electricians, a few labourers, a few welders, a few plumbers and so on. Lots of little groups with no more than a few people in each.
If at all possible, recruit a spy. Someone in the workshop who's on your side. You'll do some deal with them that gives them a cushy job when it's all over but in the meantime their job is to inform you.
Now do everything you can to create conflict between the groups. A "musical chairs" situation is a perfect way to do that - if everyone knows someone's going then all of sudden it's a very different environment.
Via your spy, find out which group the others hate the most and blame for all their troubles. Get rid of them first - the others won't come to their rescue.
Then do the next. Rinse and repeat. At all times denying you're going to get rid of the whole thing, insisting it's just downsizing and you're keeping the most valuable. That way, you keep the conflict going, you keep tensions high, and you keep everyone at each other always glad to see someone go and it wasn't them.
Once there's not many left, you can now drop the bombshell and just hand the few remaining a redundancy and shut the whole thing.
Done.
If you've worked in big business or government during a period of turmoil and downsizing then you've probably seen some version of that play out. Change the details to suit but the basic concept is very standard.
Whilst issues of abuse and so on are very real and not to be made light of, if the aim is to understand what's really going on then we need to grasp that it's the strong abusing the weak and that's the attribute of relevance. If the victim had greater strength in the relevant area (physical, emotional, whatever) or the perpetrator had sufficiently less strength then it wouldn't happen.
Bullies don't go around looking for the strongest person with the most friends they can find then target them, right? Nope, they go after the one who's relatively weak and with the smallest network of allies and thus the lowest effective strength. Or in other words, they look for a power imbalance firmly in their favour. Most would've seen that at school and it applies right through society.
That generically explains a great many things. People get stuck on the details of the perpetrators and victims but in truth the only one that matters is relative strength in the relevant area (eg physical, financial, etc) and the stronger party choosing to exploit it.
I've heard large corporations charge each other massive fees for service, and that these fees are rarely questioned or negotiated. That's not part of the game the big boys play. You are expected to charge and be charged as much as possible. The real costs incurred are always effectively paid by those down the chain.