Posts Tagged ‘Self-control’

In my last post, I offered three ways to Be a Victor, Not a Victim. In the context of conflict resolution, the thought is not about seeking victory during a conflict. Rather, the thought is about taking personal responsibility so that we don’t “play the victim” by blaming the other party.

Today, I’m offering a thought that goes with my last post. A thought that will allow you to own your piece of the conflict much more easily. Simply put, the idea is this:

Consciously assume that the other person had a positive intention for whatever they did or said.

If you are anything like me, this will take some work. On more than one occasion, I have assumed the worst of people and gotten angry only to learn later that the other party did not intend what I assumed they intended. I have thought that people were insulting me, only to find that I misunderstood some colloquial phrase. I have thought that people were angry, when they were actually in pain or frustrated by an event that had nothing to do with me.

Rather than assume that someone intends to harm me, I have learned to first assume that I misunderstood. I assume that they meant something other than what I heard, or that they are struggling to communicate their thoughts and feelings. By assuming the positive, I have found that I feel less stress, less frustration, and less irritation with others. Because I feel less stress, I am better able to work to understand their perspective without feeling compelled to force my perspective on them.

I am not perfect at applying this principle. Just read through my blog, and you will find examples of times when I did not pull this off very well. In fact, it is in the times that I failed to do this that I learned the lesson again.

When we assume positive intent, we have greater control over our emotional response, and we retain the power to control what we can control – ourselves.

In looking over the post before publishing it, I notice that it begs the question: “What if people really do mean you harm?” I acknowledge that some people really do have ill intent, and that opens a whole different sort of discussion. I find that starting with the presumption of positive intent, I am more often right about them than I am wrong. As a result, I have fewer real conflicts with people, and the ones I do have get resolved much more quickly. It is when I assume negative intent that I have more problems.

Thought for Thursday:
Assume positive intent until they prove otherwise.

(I owe a hat tip to Kit Cooper for reminding me of this idea with his post over at Lifehack.



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I have two colleagues. Both of them contribute something valuable to our personal and professional relationships. Both of them are good at what they do. Both of them have strong opinions. Both of them feel free to express their opinions. Both of them have direct and bottom-line communication styles. Both of them have a very strong task orientation. Both of them have a sarcastic approach to humor.

I respect what both of them “bring to the table.”

One of them makes a statement that I laugh at and accept as a joke. I might even reply with my own humorous sarcasm.

The other makes a similar statement that I take personally and accept as criticism. I might even directly challenge why they said something sarcastic to me.

What’s the difference? Why does one of them bring out a protective response and the other brings out a humorous one?

Is it them? Or, is it me?

While there are differences in their approaches. There are far more similarities than differences. The similarities make me wonder, “Could I be overly sensitive with one of them? Could I be looking for a reason to take offense?”

I’m not with you every day. I don’t know everything about every interaction you have. I am with me, and I know that sometimes (maybe  I should say “often”) the response other people get from me has more to do with my perception and my thinking than it has to do with them.

I think I need to check my thinking about some of the people in my life. I think I need to work on receiving them more openly and  less judgmentally so that we experience less conflict, our relationships can move forward, and our business ventures can prosper.

Over the next week,  I plan to focus on asking the question “Could it be me?” rather than assuming the problem is with them. Won’t you join me?

Guy Harris, The Recovering Engineer



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   Just a few days ago, on January 3 to be precise, I sent a conflict resoluton tip out on my twitter stream. In that tweet, I said: “Pause before responding. A short pause will help you gain emotional control so that you respond rather than react.” Only four days later, I find myself, again, reminded of the importance of that concept.
 
   The first few days of the year have been hectic, harried, and frantic. I have a packed schedule of meetings, phone calls, training sessions, and projects that all demand my time. On top of that, I actually have a family that wants to see me occasionally. In the rush of pressing and urgent task demands, I find that rushing to answer people or “deal with issues” can quickly turn into reacting to situations rather than responding to people.
 
   And therein lies the problem: reacting to a situation may seem expedient or it might feel good in the moment.
 
   Unfortunately, reacting rather than responding tends to push us (if not you, I’ll admit that it pushes me) towards short, to-the-point answers that can sound harsh or uncaring to others (especially people with a more people-oriented perspective). This perceived harshness then reduces the relational “capital” it takes to make conflict resolution easier, smoother, and more likely to lead to a successful conclusion.
 
   The issue of responding rather than reacting seems to be a recurring theme in my life and work. I find that I need to constantly remind myself of the concept in order to keep it top-of-mind and to apply it effectively. So, at the risk of being repetatitive, I’m offering this encoragement to you:
Remember to pause before responding. A short pause will help you gain emotional control so that you respond rather than react.
 
   Guy Harris, The Recovering Engineer 

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Or…How To Start A Conflict

Be Silent     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:

  • By correcting her in front of other people, I embarrassed her, and I violated two principles. The principles of letting the other party save face and protecting the conversation from outside influences.
  • By correcting her on the spot, I acted when a defensive reaction was most likely to occur. I violated the principle of creating a safe environment for the discussion. 

     The bottom line in this experience is the title of this post: you don’t have to say everything that enters your mind.

     While the main subject of this blog is conflict resolution in a team environment, this post is about an even more powerful idea — communicating in a way that minimizes the risk of a conflict in the first place. Communication skills include knowing what, when, and how to speak. They also include knowing when not to speak.

     Many of us have triggers that cause us to speak before we think. Some people find it hard to resist a perceived challenge. Some people are quick with sarcasm. I happen to feel compelled to correct mistakes. What’s your challenge?

     Once the words leave your mouth the damage is done. You can apologize, but you may have already triggered a negative response in someone else.

     In your efforts to grow your conflict resolution skills, include developing the ability to hold your words.

     Remember, you don’t have to say everything that enters your mind.

     Guy Harris, The Recovering Engineer 



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     Previously, I posted an entry about a challenge for Conflict Resolution Day.  This post is a follow-up on my progress towards applying this commitment: 

I think I’ll commit for at least one week to ask other people’s perspective more and to state mine less.

     For several years, I have attempted to live up to this commitment. In the last eleven days, I have made a more conscious and concerted effort to ask first and speak second. Here’s what I have noticed:

  • Even after years of “practice,” I still find this concept difficult to apply in everyday life. It takes thought. It takes effort. It takes work.
  • When I focus on understanding other people’s perspectives before offering mine, I generally get a better response. I get less “push back” and frustration from them. They are more willing to listen to what I have to say.

     Even with a short-term, focused effort, I have still not used this concept in every interaction. I have gotten wrapped-up in myself on a few occasions. I have spoken first in others. Still, I have done a better job because of the commitment I made both to myself and to you.

     I commit to continue towards the goal of seeking first to understand and then to being understood. What about you? What will you continue doing towards the goal of better, stronger, more resilient relationships? What will you do to move towards resolving conflict and away from escalating conflict in your team or family?

     Guy Harris, The Recovering Engineer

    



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     This is a modification of a previous post:

     Stop Observe Listen and Deliver

     Thanks to my friend Jim Carty for giving me the feedback to improve my acronymn for maintaining self-control in conflict situations. Here’s my original acronymmn based on the word SOLD.

Stop – Stop everything. Do not say or do anything. Resist the urge to speak. Stop your internal dialogue that immediately labels the other person as “wrong.”

Observe – What is the other person saying with their body language? What is their tone? Are they angry or are they hurt?

Listen – Listen carefully to their words. What is their intended meaning? Does what they say have merit? What is their perception? Even if you disagree with their interpretation of events, you will need to understand it before you respond.

Deliver – Deliver your response. To resolve a conflict, they also need to know what you are thinking. Hopefully your conscious effort to listen to them before you speak will do two things: give you time to think clearly and show that you care about their concerns.

In looking at my acronmyn, Jim suggested that I add the letter “I” to form the word SOLID:

Stop – Stop everything. Do not say or do anything. Resist the urge to speak. Stop your internal dialogue that immediately labels the other person as “wrong.”

Observe – What is the other person saying with their body language? What is their tone? Are they angry or are they hurt?

Listen – Listen carefully to their words. What is their intended meaning? Does what they say have merit? What is their perception? Even if you disagree with their interpretation of events, you will need to understand it before you respond.

Interpret – Evaluate what you have learned from Stopping, Observing, and Listening. Make a thoughtful interpretation of their intended meaning. Give yourself the time to think about what you will say or do next.

Deliver – Deliver your response. To resolve a conflict, they also need to know what you are thinking. Hopefully your conscious effort to listen to them before you speak will do two things: give you time to think clearly and show that you care about their concerns.

     Thanks to Jim for the suggestion. I have learned many things by working with, listening to, and interacting with Jim. He is a great guy and a fantastic sales trainer. His input is just one more example of how all of us are better than one of us.

     So, remember this acronymn to give a SOLID response to stressful conflict situations.

     Guy Harris, The Recovering Engineer

 



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     I nearly missed it. If I didn’t have online friends, I guess I would miss lots of things. Anyway, today is Conflict Resolution Day. I owe my learning of this event to Tammy Lenski at Conflict Zen in her posting titled Honoring conflict resolution day: what 1 thing will you do? .    

     Here’s Tammy’s challenge:

To honor this year’s event, I’m inviting you to bring peacemaking down to the individual level and make a commitment to do one simple thing of your own choosing. One thing that starts peacemaking with you. One thing that’s a specific behavior or action…not just a dream or a hope or a grand plan. One simple, concrete thing.

     I think I’ll commit for at least one week to ask other people’s perspective more and to state mine less. What about you? What one thing will you commit to do to make conflict resolution personal?

     Thanks to Tammy for another great post.

     Guy Harris, The Recovering Engineer



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