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Holding on to Conflict

Since the New Year I seem to have an increase in the number of conflict management coaching clients who started 2017 with hopes of moving on from hurts they experienced in their interpersonal conflicts. These disputes may be with partners, other family members, friends or colleagues. Their stated expectations are generally that they hoped they would be more resilient and able to let go by expressing this desire and starting the New Year with a forgiving mindset. However, those seeking coaching find themselves agonizing over things said or not said by them and to them, and setting their intentions is not sufficient.

Trying to be deliberate about shifting our mindsets is certainly a way to begin the process of moving on (whether or not the goal is related to conflict). However, it is often a challenge to leave things that upset up behind and requires this and other efforts, too, to get out of our own ways and be able to move on.

Reflective questions sometimes facilitate this journey and this week’s Conflict Mastery Quest(ions) blog suggests some that might help if you find yourself holding on to unresolved hurts from a conflict.

  • What was the conflict about?
  • What part of it is staying with you that feels unresolved?
  • What are you thinking about when that part comes to your head now? What are you feeling about it?
  • How does holding on help the relationship? How does holding on not help the relationship?
  • If you were to move past this situation, what would that be like for you?
  • How would getting past it impact the other person?
  • What will you leave behind?
  • What keeps you from moving past the situation?
  • What could you do to help yourself?
  • What could the other person do if you made a request or her or him?
  • What else occurs to you as you consider these questions?
  • What insights do you have?
Posted in Conflict Coaching, Conflict Management Coaching, Resilience | 2 Comments

Say What You Mean

You have likely heard the expression “Say what you mean and mean what you say” and there are a number of references to its derivation. One of them may be found in Alice’s Adventures in Wonderland:

The Hatter opened his eyes very wide on hearing this; but all he said was, “Why is a raven like a writing-desk?”
“Come, we shall have some fun now!” thought Alice. “I’m glad they’ve begun asking riddles. — I believe I can guess that,” she added aloud.
“Do you mean that you think you can find out the answer to it?” said the March Hare.
“Exactly so,” said Alice.
“Then you should say what you mean,” the March Hare went on.
“I do,” Alice hastily replied; “at least–at least I mean what I say–that’s the same thing, you know.”
“Not the same thing a bit!” said the Hatter. “You might just as well say that ‘I see what I eat’ is the same thing as ‘I eat what I see’!”
“You might just as well say,” added the March Hare, “that ‘I like what I get’ is the same thing as ‘I get what I like’!”
“You might just as well say,” added the Dormouse, who seemed to be talking in his sleep, “that ‘I breathe when I sleep’ is the same thing as ‘I sleep when I breathe’!”

Another is from Dr. Seuss’ Horton Hatches the Egg:

I meant what I said,
and I said what I meant
An elephant’s faithful,
One hundred percent.

The words “say what you mean and mean what you say” arise in various occasions in our communications. And when it comes to conflict, they have, in my experience, come up when someone perceives another person is not being direct or honest about what she or he has to say. Or, she or he is perceived as misaligning words and actions. Or, the speaker’s words might appear dissonant to the listener. Or, it may even be an admonishment by someone who is urging another to just say what’s on their mind.

There are many reasons why we may not always say what we mean and mean what we say. Fear of offending or of reprisal, confusion, a way to test an idea, politeness combined with an accommodating style and so on. In any case, conflict can result when communications are not altogether clear or due to the apparent mismatching of message and intent.

This week’s Conflict Mastery Quest(ions) blog asks you to consider a time you have not said what you meant and meant what you said.

  • What is the situation?
  • What did you say that wasn’t what you meant?
  • What did you mean?
  • What kept you from expressing that (your answer to the previous question)?
  • What was the other person’s perception, as far as you know?
  • How did it feel – not saying what you meant and meaning what you said?
  • How did it work for you?
  • How did it work against your hopes?
  • On a scale of 1-10 (1 being not at all and 10 being a great deal) how would you rate your desire to have conveyed your message with the intended meaning?
  • What would it have taken for you to say what you meant and be perceived as meaning what you said – if your score for the previous question was more than 1?
  • What else occurs to you as you consider these questions?
  • What insights do you have?
Posted in Conflict Coaching, Conflict Management Coaching | Leave a comment

Necessary Conflict

We may not think the word ‘necessary’ is one that would qualify the word ‘conflict’. However, especially in our interdependent relationships, the importance of raising issues that are important to us – even if they conflict with the other person’s perspective – cannot be overstated. It is, after all, how we discover one another’s values, interests, needs, hopes, expectations and beliefs. If we want our relationships to thrive, sharing these integral parts of who we are is necessary. Otherwise, among other things, our knowledge of and connection to each other is limited and superficial.

All of what I’ve said so far likely makes sense, at least in theory. Even though we accept the above premise, it is often the nature of the delivery of our messages, our receipt of the other person’s, and our response to them that results in high levels of friction and emotions – leaving us questioning the necessity of the conflict. That is, anything necessary to be learned about one another and ourselves in our relationship can be easily missed if we don’t step back early on and consider what we are hearing, what the other person wants us to hear, and what we want the other person to hear about what is important to us.

This week’s Conflict Mastery Quest(ions) blog asks you to consider a dispute with someone that seemed unnecessary and remains unresolved.

  • What is the dispute about?
  • What is unnecessary about it, in your view?
  • What remains unresolved for you? What might remain unresolved for her or him?
  • To what did you specifically react that the other person said or did? How did you react?
  • What important need, value, hope, etc. of yours do you think the other person didn’t hear?
  • To what did the other person specifically react that you said or did? How did she or he react?
  • What important need, value, hope, etc. might she or he have been expressing within her or his reaction?
  • What else might you think is necessary for the other person to realize about you and what upset you?
  • What else might be necessary for the other person – that she or he wants you to realize about what upset her or him?
  • On reflection here, what was necessary about the conflict?
  • What else occurs to you as you consider these questions?
  • What insights do you have?
Posted in Conflict Coaching, Conflict Management Coaching | Leave a comment

Conflict Resolutions for 2017

We at CINERGY® Coaching would like to wish you all the very best for 2017. May it be a peaceful, loving and joyful year for you and yours!

  1. This year I will remember we are all in this together.
  2. This year I will remain aware that I have a responsibility to do what is within my ability to make the world a more peaceful place.
  3. This year I will be grateful for those who teach me important lessons by letting me know when my actions and words do not align.
  4. This year I will be kinder to myself and others.
  5. This year I will not take myself too seriously.
  6. This year I will not judge.
  7. This year I will approach conflicts with humility and grace and remain true to myself.
  8. This year I will honour that others too want and need to be true to themselves.
  9. This year I will open my heart and mind wider and with more curiosity.
  10. This year I will celebrate our differences and take heart in the knowledge that we all have lots of room in our hearts to love more and to love deeply.

What are your conflict resolutions for next year?

Posted in Conflict Coaching, Conflict Management Coaching | 6 Comments

Split Second Reaction

If you read the great book Blink by Malcolm Gladwell – or even if you didn’t – you will undoubtedly understand the concept of first impressions – whether they are immediate reactions to tastes, sounds, words and other stimuli.

As a noun, the expression “split second” may be defined as: “1. an extremely small period of time; instant 2. made or arrived at in an infinitely short time – split-second decision 3. depending upon minute precision – split-second timing.”

This phenomenon and term may also apply to what initiates our interpersonal conflicts. That is, things that people say or do to which we quickly react – in a split second – seemingly without thought. At these times the common tendency is to let our emotions lead us. Our amygdala is hijacked, as Daniel Goleman says (Emotional Intelligence).

Unfortunately, split second reactions can get us into trouble. Once we blurt out our emotional response, things can quickly escalate. Sometimes we cannot reign ourselves in and words – we later regret – spill out. We make quick judgments and assumptions that may be incorrect; historical unresolved (or even resolved) conflicts might get raised; and we often go to blame and other negative places.

This week’s Conflict Mastery Quest(ions) blog invites you to contemplate a dispute when you had a split second reaction.

  • What did the other person say or do to which you had a split second reaction?
  • What did you say or do in your reaction?
  • What were you experiencing emotionally at that time?
  • What did you assume about the other person’s reasons for what she or he said or did?
  • What do you know for sure was correct about your assumption(s)? What wasn’t?
  • What were the consequences of reacting so quickly?
  • Considering the definition of “split second” and the notion of quick reactions, what most resonates about how you reacted?
  • In what ways do you think your “split second” reaction was warranted?
  • What did you discover – after you reacted – that indicated that your “split second” reaction was not warranted?
  • How might you have stopped yourself from reacting?
  • What got in your way of stopping yourself?
  • What else occurs to you as you consider these questions?
  • What insights do you have?
Posted in Conflict Coaching, Conflict Management Coaching, Reactions | 2 Comments