# Weaponized incompetence

Weaponized incompetence is a manipulation tactic in which someone, consciously or unconsciously, feigns their inability to complete a task which typically leads to someone else having to compensate and do it. Therapist Kara Nassour gives an example of a man who is asked to do laundry and doesn't want to may act carelessly, leading to a shrunken garment, so his partner does the laundry in the future so it is done right. It was first described through an organizational phenomenon written in the Harvard Business Review by Chris Argyle in 1986 known as skilled incompetence.
The phrase weaponized incompetence is a progression of skilled incompetence and strategic incompetence, both of which usually referred to the same tactic but within an organizational behavior context in the business field. Throughout the years the term has been adapted to fit phenomena within the fields of business, qualitative sociology, communication studies, psychology, and feminist studies.

## Definition

Weaponized incompetence is defined by Professor Christine Carville at Columbia School of Social Work as an intentional manipulation tactic where someone pretends to be bad at something in avoidance and so that the responsibility is shifted to someone else. However, the specific wording of weaponized incompetence only started gaining popularity through social media platforms like Tiktok and Instagram around 2021 as a form of gaslighting.
The rise of the phrase weaponized incompetence came as people were noticing men, specifically male partners, using manipulative tactics in both general and abusive relationships. Weaponized incompetence can impact relationships, specifically interpersonal or romantic dynamics, as it puts the responsibility of a task on the other person. Glorifying simple tasks done by male partners within the media is one way that weaponized incompetence is enabled and can uphold outdated gender norms. Weaponized incompetence is not a manipulation tactic simply used by men, but the phenomena has been more common in men.

## History

This current iteration of the social phenomena has previously been explored through the names skilled incompetence and strategic incompetence.
The term skilled incompetence was first coined by Chris Argyle in an article titled, "Skilled Incompetence" which appeared in the Harvard Business Review in 1986. Skilled incompetence refers to the organizational business structure problem in which executives or managers act incompetent in an effort to reduce conflict by failing to communicate their opinions or skill.
Strategic incompetence was the next iteration of the phrase and followed the trend of keeping it within the business context. It focused more on colleagues being the ones faking and facing the consequences of others incompetence and pointed to the choice being conscious but reflexive as one doesn't find the action rewarding.
One thing that ties all these definitions together is the tactic's ability to cause an imbalance in interpersonal relationships and the workplace by feigning incompetence. It makes this distinction by emphasizing the acknowledgement of bringing someone else more of a workload by pretending or faking their lack of ability regardless of whether it was a conscious choice to do so.

## Signs of weaponized incompetence

Signs of weaponized incompetence can include the following:
* Performing simple tasks poorly like cleaning and administrative tasks.
* An unwillingness to learn or improve.
* Excuses often given for the poor performance, this can include reoccurring phrases such as "I never get it right" or "You do this task better than I can".
* Lack of improvement after repeated discussion.
* Shifting the blame to the other person if the incompetence yields consequences.
Weaponized incompetence can cause victims to feel overwhelmed, self-doubt, weakening trust, resentment, and emotional burnout.

## Strategies to address weaponized incompetence

Weaponized incompetence can be difficult to notice at first, but there are proven ways that psychologists, sociologists, and other behavior professionals have noted to address it when it is noticed.

### Reflect

Pay attention and note patterns arising that might be weaponized incompetence to avoid self-doubt.

### Communication

Open and direct discussion with the person who may be doing the manipulating is the first step to creating accountability and seeing if this is something they are willing to work on and find a solution together.

### Boundaries

Setting boundaries can be important to create expectations on what tasks should be done by whom, it also sets the bar that feigning incompetence seeks to lower.