2015 Annual Inservice Training
Required topic:
Workplace Power & Control Wheel
EXAMPLES of Covert Actions
• intimidation
• rolled eyes behind back
Overt
Actions
• office gossip (especially
when meant to demean)
• silence (sometimes
a person
Tension
doesn’t respond toTactics
radio
because he/she is busy or
covered and cannot touch
the radio, sometimes people
Minimizing,
denying and
don’t respond because they
blaming
don’t want to and are playing
power games)
Covert
Actions
Emotional
control
Isolation
Workplace Power & Control Wheel
EXAMPLES of Emotional Control
• put-downs
• “putting someone in
•
Overt
theirActions
place”
humiliating someone
Tension
Tactics
Minimizing,
denying and
blaming
Covert
Actions
Emotional
Control
Isolation
Workplace Power & Control Wheel
EXAMPLES of Isolation
• physical isolation (night shift,
Overt
deserted)
Actions
• emotional isolation (everyone
stops talking when a certain
person walks in the room)
Tension
• informational isolation
(not
Tactics
giving someone what they
need to know to do their jobs
- radio silence can fit in Minimizing,
here)
denying and
blaming
Covert
Actions
Emotional
Control
Isolation
Workplace Power & Control Wheel
EXAMPLES of Minimizing,
Denying and Blaming
Overt
• “I didn’t mean it like that”Actions
• “You misunderstood,
because I didn’t say that”
• “You made me react that
Tension
way”
Tactics
Minimizing
Denying
and
Blaming
Covert
Actions
Emotional
Control
Isolation
Workplace Power & Control Wheel
EXAMPLES of
Tension Tactics
• feel like you
have to “walk
on eggshells”
• make false
promises
• constant
fault finding
Overt
Actions
Tension
Tactics
Minimizing
Denying
and
Blaming
Covert
Actions
Emotional
Control
Isolation
Workplace Power & Control Wheel
EXAMPLES of
Overt Actions
• sexual
harassment
• threats (e.g.,
“I’m going
to get you
fired.”)
• comments
that are
condescending
or discriminatory
Overt
Actions
Tension
Tactics
Minimizing
Denying
and
Blaming
Covert
Actions
Emotional
Control
Isolation
What is the opposite of
Power and Control?
Workplace Equality Wheel
EXAMPLES of Honesty and
Accountability
• communicating openly
• truthfulness
Nonthreatening
behavior
Honesty
and
Accountability
Negotiation
and Fairness
Shared
Responsibility
Respect
Trust and
Support
Workplace Equality Wheel
EXAMPLES of Respect
• showing that you value
Nonanother person
threatening
behavior
• respecting another person’s
style and opinions
Negotiation
and Fairness
Shared
Responsibility
Honesty
and
Accountability
Respect
Trust and
Support
Workplace Equality Wheel
EXAMPLES of Trust and
Support
• being
doing
way – as long as the job is
done and done well
Nonokay with someone
threatening
something not yourbehavior
Negotiation
• doing what you say
you
and Fairness
will do
Honesty
and
Accountability
Respect
• maintaining confidentiality
Shared
Responsibility
Trust
and
Support
Workplace Equality Wheel
EXAMPLES of
Shared Responsibility
•
Noneach person acceptingthreatening
responsibility for his/herbehavior
actions
• a person who
Negotiation
acknowledging when
and
Fairness
he/she has done
something wrong
Shared
Respons
-ibility
Honesty
and
Accountability
Respect
Trust
and
Support
Workplace Equality Wheel
EXAMPLES of Negotiation
and Fairness
• willingness to
• making sure
all the work
is done
• agreeing
on the
distribution
of work
Noncompromise
threatening
behavior
Negotiation
and
Fairness
Shared
Responsibility
Honesty
and
Accountability
Respect
Trust
and
Support
Workplace Equality Wheel
EXAMPLES of
Non-threatening
Behavior
• Feeling
safe
at work
Nonthreatening
Behavior
Negotiation
and
Fairness
Shared
Responsibility
Honesty
and
Accountability
Respect
Trust
and
Support
Workplace Equality
“Equality doesn’t mean equal decision
making. It means equally valuing and
respecting each other. There are times
that my boss says to me, ‘I understand
what you’re saying, but I need you to do
this task and you need to do this way.’ And
I say okay even though I think it’s the
wrong the choice and even if it makes
more work for me. Why? Because I know
that she values me as a team member even when I’m overruled.” ~JoLynn Kullhem
Tools for dealing with
Objectionable Behavior

Your words:
 “That comment makes me uncomfortable.”
 “That’s really not something I want to
hear/talk about at work.”
 “This conversation needs to stop”
 MUSCRAT!
Your supervisor / director / Administrator
 Formal Problem Solving Form
 Objectionable Behavior Report
