Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 19;   May 9, 2001: Dealing with Your Own Anger

Dealing with Your Own Anger

by

However perceptive we become about what can anger us, we still do get angry once in a while. Here are four steps to help you deal with your own anger.

At the end of Sean's four-hour stint at the help desk, Mad Melvin called. M2 was always abusive. The problem this time was the new backup software. For anyone but M2, Sean could have kept it together, but M2 never followed directions. M2's style was to click randomly and hope that he would accidentally get the result he wanted, all the while insulting the help desker. Finally Sean lost it: "Call back later from somewhere where Planet Earth is a local call," he said, and hung up. Instantly, Sean knew it was a mistake.

You've probably read about tactics for preventing yourself from becoming angry. However skilled we are at catching ourselves before we become angry, we're still left with the problem of what to do when we do get mad. Here are four steps for dealing with your own anger.

The sooner
you become aware
of building anger,
the sooner
you can intervene
Learn to notice your anger
The sooner you become aware of building anger, the sooner you can intervene. You can become more aware of feelings of anger by catching yourself in the act. The next time you're there, inventory what you're feeling — tightness in the chest, clenched teeth or fists, rigidity, shallow breathing. Knowing what anger feels like helps you notice it earlier when you're on your way there.
Accept anger
Anger is part of being Human. The only way to be certain that you'll never be angry again is to die, and most of us aren't ready to try that yet. When we believe that being angry is "bad," we complicate things, because our feelings of shame or guilt or even anger about being angry make regaining composure much more difficult. Accepting that you can become angry helps you to accept that you're angry when you are.
When you're angry, take responsibility for being angry
A bicycle raceYou're the owner of your own emotions. Only you have access to the systems in your body that lead you to become angry. You're in complete control of that process. True, someone might have done something you didn't like, but of all the possible responses available, you chose anger. That's something you did, and you can't proceed until you recognize that.
When you notice your anger, breathe slowly and deeply
Breathing brings you back from the edge of control, and you can act more creatively. Breathing gives you the oxygen you need to think, and breathing slowly and deliberately gives you a focus other than whatever you used to become angry.

Becoming angry is like falling from a bicycle. No matter how good a cyclist you are, you can always fall. The trick is to fall without hurting yourself or the other cyclists, and to get back on the bike again even though you know that another fall is inevitable. Go to top Top  Next issue: Diagonal Collaborations: Dazzling or Dangerous?  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

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Related articles

More articles on Emotions at Work:

A shouting matchCan You Hear Me Now?
Not feeling heard can feel like an attack, even when there was no attack, and then conversation can quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the message that you actually did hear.
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We know a lot about our co-workers, but we don't know everything. And since we don't know what we don't know, we sometimes forget that we don't know it. And then the trouble begins.
Three adult male chimpanzees during a grooming sessionFavors, Payback, and Thoughtlessness
Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you say no? Do you grant the favor? How do you decide what to do?
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We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.
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When some team members hang back, declining to show initiative, we tend to overlook the possibility that their behavior is a response to something happening within or around the team. Too often we hold responsible the person who's hanging back. What other explanations are possible?

See also Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

A hummingbird feeding on the nectar of a flowerComing October 12: Downscoping Under Pressure: II
We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
An owl of undetermined speciesAnd on October 19: Bullying by Proxy: I
The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.

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