"Emotional abusers appear to be particularly skilled at appearing to provide constructive feedback because the organization formally requires it. The extremes to which managers go to build a verbal and written case against the target suggest that this is done to “make . . . action appear justifiable and reasonable to all parties” (Fairhurst et al., 1986, p. 569). They are inclined to systematically distort these communicative processes if they want to get rid of an employee (author’s experience), and because the more powerful member creates the documenting language, they author the formal record of “what occurred.” Rather than improve performance, this form of chronic criticism more often unnerves targets (Lockhart, 1997) and results in further poor performance that substantiates the abuser’s initial claims of incompetence (Wyatt & Hare, 1997)."