Skip to main content

Rules of Engagement in Conflict--Rule #10

    
Rule of Engagement in Conflict #10 calls for all of us to stop the tit-for-tat interactions that are common in disagreements--especially in marriages.  If someone says something to you about yourself that you don't like, the most common response is to point out to that individual that they do similar things.  Instead of stopping to digest what has just been said, our natural response is to get defensive if we have not trained ourselves to be accepting of other people's opinions of us.  We say, "Yeah, but you..." and the other person fires back with the same.  Next thing we know, nothing's getting resolved, and no one is holding themselves accountable for their behavior.  It is easy to point a finger at someone else without considering the legitimacy of what the other person is saying.
     Let's face it--it's hard to hear less than glowing remarks about our actions.  We'd like to think we do almost everything right, and somehow it's the other person's fault for taking what we say the wrong way or misinterpreting our good intentions.  We don't often stop to think that we may have led people to feel or respond to us in an undesirable way because of something we said or did.  We tend to place the onus back on the other person for not getting it right.  When they bring it to our attention, we get defensive and upset.  Then we look for ways to point out some shortcoming of theirs while ducking responsibility for our own actions.  "How dare you say that to me when you do..."
     In conflict, this can go on forever.  That's why some people have told me they can argue for hours.  They won't let up or go to bed without trying to "resolve" the issue because they're mad!  But the fact is, this kind of behavior never leads to resolution.  It usually ends up with a lot of hurt feelings because both sides have said too much, made too many accusations.  Hurtful things you can't take back.
     So here's what needs to happen:
     Listen first.  The key to any debate, argument or disagreement is to listen.  Then consider the value of what's being said.  Whether you agree with it or not, try to understand what the other person is conveying.  Can you see from their point of view how you may actually be acting in the manner they said?  In fact, are you behaving that way at the time of the conflict?  Some people will deny that they're hard to talk to while they're being hard to talk to!  The fact that the other person has a problem with you means that an actual problem exists.  In order to resolve it, you can't deny their complaint or overlook it just because you don't like to be considered as part of the cause.  People who are successful at resolving conflict achieve that success by listening first and immediately thinking through the possibilities.  They hold themselves accountable and try not to match one negative comment with another.  They ask themselves, "Did I really do that?" and "How could I have said or done that better?" and "Even though I didn't mean it that way, I still owe this person an apology because I offended them."
     If we all sought ways to be peacemakers, peace and mercy would prevail.  Conflict would shrink, and everyone's individual space could contain a little less drama.  Try it.

Comments

Popular posts from this blog

What It Means to Speak Truth to Power

     "Speaking truth to power" has become a common phrase to use when speaking about truth and/or power in a discussion that encourages courageous discourse on controversial matters.  It is an old phrase coined back in the 1950s by the Quakers and is defined as "a non-violent political tactic, employed by dissidents against the received wisdom or propaganda of governments they regard as oppressive, authoritarian or an ideocracy." (Wikipedia)      I've heard it overused in a lot of ways and not with a clear purpose in its meaning within the context of what was being spoken.  We latch onto certain words and phrases as language goes in and out of style on almost a monthly basis.  In this current generation, there seems to be a new word or phrase created daily and then abandoned when they become overused like worn out sneakers from last year's fall collection.  But words have staying power even if you get tired of hearing the...

A Dozen Ways to Tell Your Boss No

     In basically every training class I do on communications, I get people who are reluctant to manage up.  In a few cases, the direct, decisive communicators establish early on in the relationship their boundaries and preferences to their boss.  Those bosses who can respect other people's limits tend to listen without feeling threatened or disrespected.  But generally, workers tend to treat their superiors as demigods and themselves as powerless servants who shouldn't speak up for fear that they'd be punished for having an opinion or for pushing back in areas where they are overwhelmed or uncomfortable.  I get asked, "What do I do when my manager piles all of this work on me, and I can't get it done by his unreasonable deadlines?"  Among other things like how they manage their time, I usually ask if they've had a discussion with their manager about their workload.  The common response:  "Oh noooo, I can't do that.  He's the b...

How to Stop Interruptions in Conversations

     So you're sitting in a meeting, and you begin to answer a question that has been directed toward you by your boss.  You get through about half of your response when a colleague jumps in and offers his take and essentially silences you.  There is evidence that if you are a woman, this will happen to you more often than if you are a man, and it's likely to happen to you by both genders.      Interruptions in communications like this happen all the time whether you're in a group offering your opinion or one-on-one sharing a story.  Regardless of the setting, we all find it annoying and rude.  These disruptions of dialogue hamper thought processes, contribute to misunderstandings, and devalue people's input.  So what do we do when they keep happening to us?  A few worthy suggestions can be found in Kathryn Vasel's article,  "Next time someone interrupts you in a meeting, try this" .      But what...