Archive for the ‘Key Concepts’ Category

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I have seen “problem” defined as “a situation that you want to change.”

Under this definition, if I don’t want to change the situation, I don’t have a problem.

If, I want to change the situation, then I have a problem.

Every situation that I want to change has something wrong with it. In general, I don’t want to change things that are running smoothly.

If something is wrong with the situation, then something either has happened or will happen to make the situation undesirable. To solve the problem, I have to consider that my thoughts, ideas, and feelings about the circumstances surrounding the situation just might be wrong.

There might be a different way to describe the situation that allows me to see a better solution than the first one that popped into my head.

Staying open to alternative solutions was one of the most powerful lessons I learned as a process design and development engineer. Since then, I have read numerous books, articles, and essays on how to keep my mind open to different problem solving approaches. I have watched videos and listened to audio programs on creativity.

I keep striving to quiet the voice in my head that says, “the first solution I found is the one and only right way to solve this problem.”

In working with people, I have learned that resolving conflict is just like solving a problem.

An interpersonal conflict is generally a situation that I want to change. So, it fits in the definition of a “problem.”

So, when I attempt to resolve workplace or family conflicts, I need to consider that I just might be wrong.

I really dislike this idea. It forces me to get outside my own perspective in the moments when I really do not want to make the effort.

Sadly, the same little voice I mentioned above often tells me that the source of the problem I face in resolving a conflict is the other person.

This morning, I read a great post titled Kill Your Little Darlings over at Women on Business. M.J. Ryan, the author of this post, starts this way:

William Faulkner once said that writers needed to “kill their little darlings.”  It’s a message about how, in order for inspiration to enter, we need to let go of the ideas we’re so in love with to make room for something better. It’s a willingness that everyone in business needs these days.

What a great concept! This idea applies to writers, to business owners, and to people attempting to resolve workplace conflicts.

In order to resolve a conflict, I have to be willing to consider ideas, thoughts, and feelings other than my own.

I have to set aside my perspectives, if only momentarily, to step into the world of the other person. To to do that, I need to “kill my little darlings” and consider the thought that I just might be wrong.

Several years ago, my friend, client, and colleague, Tom Butera called my office shortly after driving by a billboard with the following statement on it:

Listen and silent have the same letters.

This statement struck me that day and has stuck with me ever since. I have thought about the implications of this simple observation. I have reflected on the times when I failed to listen well. I have observed what other people do that sends the message to me that they are not listening.

Too much talking, or lack of silence, is the common thread through virtually every conflict situation I have experienced that escalated quickly to anger and frustration by one or both parties. In this case, I am not referencing the type of silence associated with withdrawing from the situation. I am, rather, focusing on the type of silence that gives you the time to absorb and process information so that you can make an appropriate response to what the other person says or does.

In both my observations and my reflections, I see that silence is not just the lack of talking. True silence, for the purpose of listening, involves silencing the mind as well as the tongue. To be silent, we have to stop the desire to plan our response, look for what is wrong in the other person, defend our position, or justify our past actions.

To listen, we must be silent both externally and internally.

Thought for Thursday – Look for opportunities to practice intentional silence with the goal of understanding the perspectives of the people around you.

I just read a great post about the value of focusing on other people during communications over on Bert Decker’s Blog.

I recommend that you read this post. It is full of great insights about the power of focusing on other people when you attempt to communicate with them.

Successful conflict resolution revolves around and depends upon successful communication skills. The idea of focusing on others to understand their perspective, their needs, and their feelings forms the basis for many conflict resolution techniques and approaches.

Monday Momentum Message: If you want to master the skills of conflict resolution pros, find ways to understand and connect with the other person’s perspective.

Misunderstanding and miscommunication cause many of the conflicts we experience in life. As a result, working to reduce misunderstanding and miscommunication forms the foundation for much of my work to assist teams in their efforts to reduce and resolve conflicts.

When we work for clarity of communication, clarity of understanding, and clarity of intention, we move in the direction of eliminating conflict before it begins.

A curious rather than a judgmental attitude, asking thoughtful questions, and listening intently to the answers, all pave the way for clarity. These actions also pave the way for a productive team environment.

Thought for Thursday – Strive for clarity in all of your communications.

Yesterday, my wife had an interchange with my oldest daughter that did not go very well. I only heard part of it, but I heard enough to know that they experienced a brief conflict.

As I took my daughter to school, I managed to “unpack” her frustration so that we could solve the problem. Through discussion with my daughter, I learned that my wife had offered a solution to a situation at school that my daughter heard as critical of her actions. Please catch this key point: my wife offered a solution, my daughter heard a criticism.

Neither one of them wanted a conflict. Both of them wanted the day to start smoothly. In the rush of getting out the door early in the morning, their communication wires got crossed. No bad intentions were involved. It was just a case of poor communication.

One person thinks and speaks in a direct, bottom-line, “solve the problem” fashion (my wife). The other person thinks and speaks in an indirect, step-by-step, process oriented fashion (my oldest daughter). Both of them want the relationship to work. And both of them have moments of frustration with the other. It’s just a normal, everyday situation.

When I returned home from taking my daughters to school, I discussed the situation with my wife. She openly embraced my observations about our daughter’s perspective without becoming defensive, and she took action to correct the miscommunication as soon as she saw our daughter in the afternoon. My wife took responsibility for the communication breakdown rather than blaming my daughter.

This learning point ties directly to this Monday’s Momentum Message where I asked you to question yourself and your results. My wife did not get the result she wanted, and she immediately questioned her perspective. She looked for ways under her control to correct the situation. As a result, she is building positive momentum into her relationship with our daughter.

Thought for Thursday: Identify the areas in your interactions with others where you subtly (maybe even unintentionally) blame them for problems between you. Then, take the responsibility for fixing the breakdown.

     I owe the inspiration for this post to Kit Cooper over at The Best Life Practices Blog. Kit interviewed longtime diplomat Dennis Ross, and Dennis shared this quote during the interview:

“I tell people that work with me that one of the most important skills in negotiations is active listening. I believe in not always asking questions with the purpose of getting the other side to reveal things. There is immense, untapped benefit to getting a deep understanding of what drives them and you certainly build good will with such an approach. “Why is that issue important to you. I want to understand it the way you understand it. I don’t want to have a false impression. Explain to me why that matters so much to you. Where does it come from? Why does it create an imperative?” You can’t find the underlying sources of behavior and issues unless you ask questions in this way. In my personal life, this skill has made me more interested in others and in turn made others more comfortable with me. When people see that I am curious by being an active listener, they get a message of respect from me. And of course you have the benefit of actually learning something.”

     Later in the post, Kit indicates that he has observed the tendency of some people to bring every conversation back to themselves in an effort to make themselves more interesting. From there, he suggests that “the best way they could accomplish their goal of being liked is the opposite approach.”

     First, I could not agree with Kit’s observations more. Second, I would like to add this conflict resolution spin to Kit’s posts. As Dennis Cooper points out and Kit builds on, listening intently and actively to another person opens communication and understanding in a way that speaking never will.

     I don’t know that I can add more powerful or persuasive words to the discussion than what I found in Dennis Cooper’s statement or in the rest of Kit’s post. I suggest you take a look at Kit’s post and that you commit to actively listening to your coworkers, your spouse, your children, your neighbor, and your boss. I’m making the commitment to focus more intently in this area. Won’t you join me?

     Guy Harris, The Recovering Engineer

     I am standing at a “laptop bar” in the Orlando Airport, and I am working quickly to post this thought before my plane boards for Indianapolis. I may have actually written this before. I’m in a hurry. I don’t really have time to check my archive. So, at the risk of repeating myself, I’m posting this thought because it is so important.

     When you communicate with another person, avoid the trap of assuming that you understand them or that they understand you. Push for absolute clarity. To do that, I recommend that you master the use of two questions:

1. When you want to ensure that you understand correctly, ask the following question – “Can I repeat back to you what I heard yoou say so that I can make sure I understood correctly?”
2. When you want to ensure that you have been understood,  ask this – “Just to make sure that I communicated clearly, could you repeat back to me what you heard me say?”

     You can ask these questions in many different ways if you remember this key point: whatever words you use, make sure that you take responsibility for any misunderstanding or miscommunication.

     Asking the right question allows you to engage in dialogue (rather than mutual monologue) with the other person so that you minimize the chance of a miscommunication. Taking responsibility for any miscommunication reduces the risk that they will be offended by the question.

     Guy Harris, The Recovering Engineer