Quotes About Communication

Order Matters: Acknowledge Before Problem-Solving

There's nothing wrong with having these rules. In fact, we need them to order our lives. But when you find yourself in conflict, it helps to make your rules explicit and to encourage the other person to do the same.

I wonder if we can work to find a creative way to meet both interests here. What do you think? Are you willing to try?

If the block to their listening is that they don't feel heard, then the way to remove that block is by helping them feel heard – by bending over backwards to listen to what they have to say, and perhaps most important, by demonstrating that you understand what they are saying and how they are feeling.

Generally the best way to manage conflict in a way that safeguards a relationship is to look for standards or fair principles to guide a resolution, rather than trying to haggle with or intimidate the other person.

The Principle of Mutual Caretaking. One dynamic to remember at this stage of a difficult conversation is the tendency we all have to believe that our way of doing things is the "right" way. This can lead us to ascribe the problem to something wrong with "the way they are," and to suggest a "solution" that boils down to doing it our way: "If you would just change, there wouldn't be a problem.

As we saw in Chapter 2, often we merely trade our conclusions back and forth, and never get into the process of exploring where these views come from. You have information about yourself that the other person has no access to. That kind of information can be important; consider sharing it. And you have life experiences that are influencing what you think and why, as well as how you feel. When you tell these stories, it puts some meat onto the bones of your views.

Listening, understanding, and showing empathy with feelings are the things that help dissipate them, making it easier for the person having those feelings to calm down and open up to other perspectives.

Be explicit about what you think the conversation is about, and be explicit about what would be most helpful to you. Then discuss and, if you each need something different, negotiate. Remember: Explicit disagreement is better than implicit misunderstanding. Explicit disagreement leads to clarity, and is the first step in each of you getting your differing needs met.

The evaluation conversation needs to take place first. When a professor hands back a graded paper, the student will first turn to the last page to check their grade. Only then can they take in the instructor's margin notes. We can't focus on how to improve until we know where we stand.

And recognize that different people take in information at different speeds and in different ways. For example, some people are visually oriented. For them, you may want to use visual metaphors and refer to pictures or, in a business setting, charts. Some people prefer to get their arms around the whole problem first, and can't listen to anything else you say until they do. Others like all the details up front. Pay attention to these differences.

Ask Them to Paraphrase Back Paraphrasing the other person helps you check your understanding and helps them know you've heard. You can ask them to do the same thing for you: "Let me check to see if I'm being clear. Would you mind just playing back what you've heard me say so far?

Expressing Your Views and Feelings Your goal should be to express your views and feelings to your own satisfaction. You hope that the other person will understand what you are saying, and perhaps be moved by it, but you can't count on that. What you can do is say, as well as you can, what is important for you to say about your views, intentions, contributions, feelings, and identity issues. You can share your story.

Problem-Solving Together Given what you and the other person have each learned, what would improve the situation going forward? Can you brainstorm creative ways to satisfy both of your needs? Where your needs conflict, can you use equitable standards to ensure a fair and workable way to resolve the conflict?

A common tendency is to ask for agreement, perhaps because it's reassuring: "Does that make sense?" "Wouldn't you agree?" But asking the other person how they see it differently is more helpful. If you ask for agreement, people may be reluctant to share their doubts and reservations. They aren't sure whether you really want to hear them.

So to clarify the feedback under the label we need to "be specific" about two things: (1) where the feedback is coming from, and (2) where the feedback is going.

You can begin from the Third Story by saying, "My sense is that you and I see this situation differently. I'd like to share how I'm seeing it, and learn more about how you're seeing it.

Skills for Leading the Conversation

Most conversations can be initiated from the Third Story to include both perspectives and invite joint exploration.

What you want the other person to say isn't "It was my fault," but rather "I understand that I hurt you and I'm sorry." The first statement is about judgment, the second about understanding.

Ser impecable con tus palabras significa utilizar tu energía correctamente, en la dirección de la verdad y del amor por ti mismo. Si llegas a un acuerdo contigo para ser impecable con tus palabras, eso bastará para que la verdad se manifieste a través de ti y limpie todo el veneno emocional que hay en tu interior.

Thot. Está sosteniendo cañas de papiro porque él fue la persona que introdujo la escritura en el mundo. La introducción de la escritura fue algo muy importante, probablemente el acto de mayor influencia que haya ocurrido en este planeta en este ciclo. Logró más cambios en nuestra evolución y conciencia que cualquier otro hecho individual en nuestra historia conocida.

Just as "good fences make good neighbors," clear delineations of responsibility can prevent the kind of turf battles that break down staff relationships.

Our opportunities with students are too few, and the time we can devote to ministry is too precious, to waste them with muddled plans, poor communication, and unproductive activity.