To reframe is to intentionally change one's perspective on events. For example, when someone comments on your weight, and your weight is within reasonable bounds, reframing can convert your experience from feeling criticized to questioning how anyone could say anything so unhinged from reality. Instead of offense or pain, the reframer might experience puzzlement or curiosity.
Reframing helps in many situations, but we focus on it here because it's the second R of a 3-R sequence for dealing with hurtfully dismissive remarks. Here are some reframes for hurtful dismissiveness.
- It's about the offender, not the target
- Dismissive comments involve at least two and possibly more people. The first is the offender — the person who delivers the dismissive comment. The second is the target, who often overlooks the offender's role and that of the other people involved — the witnesses.
- Out of negligence, anger, malice, or something else, offenders say hurtful things. Some want to impress the witnesses; some want to impress themselves. The hurtful comment often reveals more about the offender than about the target.
- Misunderstanding can be willful
- Targets of To reframe is to intentionally
change one's perspective
on eventsdismissive comments such as "You're making way too much of it," or "Don't be so sensitive," often feel an urge to justify their perspective. They assume that the offender doesn't understand. Maybe so, but rarely.
- Sometimes the offender has adopted a pretense of misunderstanding, or a pretense of having another view, hoping thereby to manipulate the target into accepting the offender's perspective as legitimate. Targets who can reframe the offender's stance as manipulative might then arrive at a more useful understanding of the dismissive comment.
- You're responsible for your feelings
- Offenders can't make targets feel any particular emotion. What actually happens is that the targets use the dismissive comment to enable themselves to feel what they feel. Usually, they feel bad.
- Targets who recognize that they're the authors of their own feelings are more likely to be able to control their responses to dismissive comments. They can choose something other than pain, such as wonderment or amusement or curiosity.
- Offenders' motives vary
- Among those who intentionally inflict pain on others, motives vary. Some want to advance their own status in the organization; some want to fluster the target; some seek revenge for real or imagined past harm. Others inflict pain because of a compulsion; or they seek a sense of dominance; or they want to make others feel as bad as they do.
- Understanding the motives of offenders can be helpful to anyone who seeks an end to the offender's behavior. View each incident as additional data that can help in that effort.
Finally, targets can reframe the fact of the presence of offenders in their lives. They can see these relationships as sources of opportunities to practice reframing. First in this series | Next in this series Top Next Issue
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More articles on Effective Communication at Work:
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly
tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
- Interviewing the Willing: Tactics
- When we need information from each other, even when the source is willing, we sometimes fail to expose
critical facts. Here are some tactics for eliciting information from the willing.
- Troublesome Terminology
- The terms we use at work to talk about practices, policies, and procedures are serviceable, for the
most part. But some of them carry connotations and hidden messages that undermine our larger purposes.
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception.
Here's Part IV of our little collection of lie detection techniques.
Forthcoming issues of Point Lookout
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- Many people experience virtual teams as awkward, slow, and sometimes
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
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