Comfort Zone Discomfort

The widely used phrase, comfort zone, is defined by Merriam-Webster as "a place, situation, or level where someone feels confident and comfortable." It isn't a physical place, though numerous restaurants, bars, and children's camps use the phrase for their names. The phrase is a metaphor, and like all metaphors, it identifies something familiar — a zone — with something less familiar — a psychological or behavioral situation.

That identification is literally incorrect. A zone isn't a psychological space. A zone, again from the dictionary, is "a region or area set off as distinct from surrounding or adjoining parts." It's a contiguous region on a surface, such as the inbounds area of a tennis court, or the Greenwich Mean Time zone, or the territory of New York City.

Using metaphors entails risk. The literally incorrect identification of "zone" with "psychological situation" can distort thinking about the psychological space. Here are four issues for which the metaphor can cause muddled thinking.

Dealing with discomfort

The comfort zone isn't a "region or area" distinct from its surrounds. For example, when presenting to your team, you might be in your comfort zone, until your company's CEO enters the room and takes a seat. Clearly, the comfort zone wasn't the conference room; nor was it presenting in that room. In this case, the comfort zone's definition must include the audience. Thinking of the comfort zone as an area, when it's actually an audience roster, can make dealing with the discomfort more difficult.

Taking responsibility for growth

People talk about "breaking out of your comfort zone," or "pushing the boundaries of your comfort zone," as if something external holds one there. Constraining forces might indeed exist, but they're usually internal. Regarding these forces as external shifts the responsibility for making a change to someone else (or something else). That responsibility is ours alone; it cannot be shifted.

Feeling a false sense of security

When we People talk about "breaking
out of your comfort zone,"
or "pushing the boundaries
of your comfort zone," as
if something external
holds one therefeel that we're in our comfort zone, regarding it as a "zone" can create a false sense of security. Real "zones" — that is, regions or areas — are places that persist over time. Zones aren't usually subject to sudden change. Situations are. Situations can be comfortable in one moment and uncomfortable — even unsafe — in the next. To grasp how quickly situations can change, we must think of situations as situations.

Seeking real security

When we think of "seeking a comfort zone," the metaphor compels us to seek a place that's permanently comfortable. This is an objective different from seeking a situation that's comfortable for now, or for some other short period. So we end up looking for something possibly more difficult to find than what we actually need.

Metaphors are powerful. They're also dangerous. Use them with care.  Top    Next Issue

Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

• See "Metaphors and Their Abuses," for more about the power and risks of metaphors.

Your comments are welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Critical Thinking at Work:

Wacky Words of Wisdom

Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules. We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more dangerous ones.

Start Anywhere

Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore.

Thirty Useful Questions

Whether solving technical problems, creating plans, or puzzling through political tangles, asking the right questions can be the key to finding useful approaches. An example: What questions would I like to know the answers to?

Surviving Incompetence: II

When your organization undertakes a misguided effort that will certainly fail, you have options. One is to head for the exit. To search for a new position in such circumstances requires some care. Example: an internal transfer might not really be an exit.

Logical Presentation Can Be Ineffective

Although logic and reasoning are useful tools for problem solving and decision making, they're less useful for exchanging ideas among collaborators. Effectiveness in presenting one's own views to others requires more clarity than logic.

See also Critical Thinking at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Coming April 24: Antipatterns for Time-Constrained Communication: 1

Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.

And on May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info