Posts Tagged ‘emotional control’

Just in case you would like to have some fun with another person in your next disagreement, here are some tips for quickly escalating a minor miscommunication to a full-blown conflict.

1) Tell them what they’re feeling

When you want to get a strong emotional response from somone, just tell them what they are feeling. For example, you could say “don’t get angry with me.” This comment is just about guaranteed to get an angry response even if they were not already angry.

You might also try something like this, “why are you so defensive?” I love that one. It almost always puts the other person on the defensive so that their emotions elevate to the point that we can really get into a good argument.

2) Tell them why they did what they did (or said what they said)

This is a sure fire way to get under someone’s skin and escalate a conflict. When you tell another person their motivation for their words and actions, you can easily spin them up. Little comments like “you just said that because you’re jealous” or “you did that because you want to get even with me” are great for making a conflict worse.

If you’re determined to fan their emotional flames, mix in some amateur psychoanalysis. You could say something like “you are so OCD (obsessive-compulsive disorder)” or “you must have relationship issues or something.”

3) Raise your voice

If you’re ready for a good knock-down-drag-out confrontation, raise your voice. This technique is great for getting their emotional juices flowing. Add a little finger-pointing and leaning forward to the recipe, and you just might push them over the edge. It’s great fun!

4) Focus on the past

As you start to get into a good conflict, focus on something that they have no power to change: the past. Refuse to discuss actions for future behaviors or ways of interacting. Insist that they deconstruct and defend their past words and actions.

You don’t have to look too far in the past for this technique to be effective. You can work with what they just said. If you push hard, you can spend a good 10 or 15 minutes telling them:

Since they cannot change what has already happened, you can lock them into a conflict with no way out.

Raise your voice while you focus on the past, and you can have even more fun with them.

5) Walk away

Just as you get the other person really frustrated and upset, turn and walk away.

If you add some sort of sarcastic comment like “you’re always so difficult” or “I’m not going to talk with you about this anymore,” you can plant the seeds of a conflict that goes on for days. This is a fantastic tactic for keeping the conflict ball in the air for an extended period of time.

Hopefully, you see the tongue-in-cheek message in this post. I don’t actually advocate any of these behaviors, and I work every day to keep them out of my communication practices. However, I am human, and sometimes one or two of them will creep in on me.

Take a look at yourself. Do any of these behaviors ever show up in your conflict communication style?

If you want to learn the skills of effective workplace conflict resolution, I suggest that you work to do just the opposite of these five conflict escalation practices.

Photo by jsaneb on flickr.

In The Phantom Menace, the great Jedi master Yoda says: “Fear is the path to the dark side. Fear leads to anger. Anger leads to hate. Hate leads to suffering.”

Fear in one or both parties is often the root of conflict, and we all fear something.

Some people fear losing control. Some fear looking bad in front of others. Other people fear confrontation. Still others fear having to make a decision with limited information. I could go on and on listing the fears we confront in our interactions with others.

To successfully resolve conflict, someone has to step outside the fear and get a handle on it so that it doesn’t lead to anger, hate and suffering.

The question for today is: What are you afraid of?

My Daughters

I prefer to be alone. I value people. I respect people. I can appreciate people. I don’t necessarily like people.

I am doubly task-oriented. That means I have significantly more task orientation than people orientation. I don’t want bad things to happen to people. I don’t want people to be harmed. I just prefer to be alone and working than with people and interacting. Even relational activities tend to become tasks in my mind.

Some people will read this post (roughly 65% of all people are more people-oriented than task-oriented) and feel that I am a little bit rude and inconsiderate.

Other people (the other 35%) will read this post and think that they finally found someone who “gets” their perspective.

Potential conflict looms in that difference of perspective.

Here’s a story to illustrate my point.

Several years ago, my wife and I began taking our daughters to school on most mornings to have time to connect with them for a few minutes in the morning. One morning about 18 months ago, I came almost entirely unglued with them as we were leaving because we were “behind schedule.”

For clarity sake, let me explain the situation. If we leave home before 7:40 am, we get ahead of the school buses, and I get back home at about 8:10-8:15. If we leave home after 7:40 am, we travel behind the school buses, and I get back home at about 8:30-8:45. So, a 2 or 3 minute variation in departure time can make a roughly 30 minute difference in my total drive time. Either way, the girls get to school on time. The only issue is when I return home.

On the morning in question, I had no appointments or specific time commitments that would be impacted by the extra drive time. Still, I was ready to kill my daughters because they were making me “late” for appointments that I didn’t have.

Looking back, it’s really pretty funny. I chose to do something for a relational purpose and, for me, it became a task. I completely forgot the relationship side of the “drive the kids to school” plan, and I started to focus only on the task component (the time invested in it).

Fortunately, I realized my misplaced focus, and I apologized to my daughters that evening. We all learned from the experience, and we moved on to a higher level of mutual understanding.

Conflict can come from many different things. In my experience, a large number of workplace conflicts come from a difference in these perspectives. Task-oriented people viewing relational activities as tasks and people-oriented people viewing tasks as a chance to interact with people. When the two perspectives collide, sparks can fly.

In my case, I have to force myself to see the importance of investing time in building relationships with others. I have to quiet the voice in my head that constantly asks me what I am accomplishing every waking minute. I have to accept that building a relationship can actually be “doing something productive.”

I have learned that one of the keys to effectively resolving conflict is the ability to see both the people AND the task side of an issue instead of taking a people OR a task perspective. Both are important. Both bring value.

Which way do you naturally lean? What do you need to do to be more in balance? When you are in balance, you can be the catalyst for resolving many workplace conflicts.

If everyone that you work with is an idiot, I have a suggestion for you:

Check your attitude.

Or, as I heard a speaker say one time, “Give your head a shake.”

In Winning with People, John Maxwell defines what he calls the Bob Principle: “If Bob has a problem with everyone, then Bob is the problem.”

We all have days when we struggle in our communication and relationship with others. I have them, my friends and colleagues have them, and I’m pretty sure that you have them too.

It doesn’t happen often, but I do have days when nearly everyone around me is an “idiot.” On those days, virtually everyone frustrates me, and, if I am honest, I find that I am the real problem. I am tired, hungry, distracted, or stressed. Something is usually going on in my life that reduces my ability to interact calmly, sanely, and professionally. On those days, I am Bob.

So, when you have a day where everyone is an “idiot,” I suggest that you check your attitude and “give your head a shake.” Step back, figure out what is really bothering you, and deal with that. When you do, other people will cease to be “idiots.”

Image from www.sxc.hu.

Remember to pause before responding. A short pause will help you gain emotional control so that you respond rather than react.

Related Articles:

• Remember to Respond Rather Than React
• Conflict Resolution Tips: Task-oriented People With People-oriented People
• Conflict Resoluton Tips: People-oriented People With Task-oriented People
• Slow Down to Speed Up
• Connecting With People
• Give a SOLID Response

• miss important information in the other person’s perspective
• push for my perspective rather than listen to the other person
• focus my thinking on a single solution rather than consider alternative solutions
• ignore the other person’s thoughts and feelings

      In short, when I rush, I get selfish.

      When I slow down, I:

• learn from the other person
• listen better
• open my mind to multiple solution paths
• remain sensitive to the other person

      Even though the first approach tends to have a faster conversational pace and often feels faster in the moment, it actually slows us down because it creates new conflicts and side issues that drag out the conversation or hurt our future interactions. Going fast in conflict resolution is actually slow.

      The second approach feels slow because it involves periods of silence, reflection, and carefully crafted conversation. However, it creates an environment where both parties really understand each other. Slowing down heads off future misunderstandings and conflicts. Going slow in the moment is fast in the long run.

      To remember how to slow down in the moment, I focus on giving a SOLID response:

• Stop
• Observe
• Listen
• Interpret
• Deliver

Or…How To Start A Conflict

     In my last post, I shared a victory I experienced by remembering a key point of conflict resolution. Just to keep things balanced, I think it’s only fair to share a point I remembered after I failed to follow good conflict resolution principles.

     This morning over breakfast, my wife mispronounced a word, and, before I engaged my brain, I corrected her. As the words left my mouth, I knew that I should have remained silent or waited for another time. Maybe it would be acceptable to point out her error in private, but I did it in front of our kids. Not wise. 

     I immediately sensed her frustration, and attempted to correct the damage by apologizing. To my wife’s credit, she graciously accepted the apology, and we continued our day without further incident. She was “on her game.” I was not.

     I violated several key conflict resolution principles in this situation:

     When we interact and work with other people, we will eventually disagree with each other. Sometimes, the disagreement will be over minor issues where we can easily ignore the disagreement. Sometimes, however, we will disagree quite strongly about an issue that is vitally important to both of us. It might be about what course of action to take to turn around the company, which candidate to back in an election, a difference of faith perspectives, or some other issue that evokes strong emotion. When these issues arise, you might reach an impasse where you simply cannot reach agreement and you cannot just “let it go.”    

     When that happens, how do you resolve the conflict?    

     Remember that in the context of this blog, conflict resolution is about finding a way to work together to solve a problem affecting the organization. It is not about agreeing on every issue. So, we can resolve a conflict in the sense that we continue to work together productively without reaching complete agreement. With that context in mind, you can preserve the relationship and continue working together despite the differences by learning to disagree without being disagreeable. Put another way, we can learn to agree to disagree on certain things. 

     Easy to say. Not always easy to do.    

     Issues that are personally important usually produce an emotional response. Once we become emotional about an issue, we tend towards behaviors that escalate the conflict rather than resolve it. We attack the other person’s character or intelligence. We dismiss their perspective as irrational or stupid. In short, we make it about their personhood. We become disagreeable.    

     Learning to disagree without becoming disagreeable takes work. It takes effort. It takes focus. It is also worth it.     

      When we become disagreeable, we usually trigger a similar response in the other person so that we move towards separation and paralysis instead of towards action and resolution. When we can agree to disagree, we can set the disagreement aside in the interest of continuing to work together. We don’t forget the issue. We just don’t let it get in the way of solving the organizational problem at hand. 

    Are there times when you cannot continue to work together because of a disagreement? Yes. If you have to violate your core principles or ethical standards to move forward with the other person, you should stand firm or consider ending the relationship. Sometimes we all reach this conclusion. I’m just encouraging you not to reach that conclusion too quickly or rashly. Be careful that you don’t take a stand on “principle” when you simply disagree about an approach, style, or perspective.

      If you want to resolve team and organizational conflicts so that you can solve the business problem, learn to disagree without being disagreeable. 

    Guy Harris, The Recovering Engineer