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
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenxqiPaznlbkWNeNJOner@ChackEwqMvKDTbtiblDwoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Communication at Work:
- Selling Uphill: The Pitch
- Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have
some kind of power over you. What do they look for? What are the key elements of an effective pitch?
What does it take to Persuade Power?
- Mastering Q and A
- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall
effort. But how you deal with questions can be a decisive factor in how your audience evaluates you
and your message.
- The Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good
and for ill. What is empathy? How is it relevant at work?
- Ending Conversations
- At times, we need to end the current conversation. It's going nowhere, or we have something important
to do, or we just don't want to deal with the other person. Here are some suggestions for ending conversations.
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is
important to success. Publishing an internal newsletter is a great way to keep them informed.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenlAKEVdUSDpqvPDCGner@ChacrSfpzCnmbOdKoigZoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.