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 happy dogWhy Dogs Wag Their Tails
If you've ever known a particular dog at all well, you've probably been amazed at how easy it is to guess a dog's mood, even though dogs can't speak. Perhaps what's more amazing is that it's so difficult to guess a person's mood, even though humans can speak.
Lake Chaubunagungamaug signCreating Trust
What can you do when you discover that the environment at work is permeated with distrust? Your position in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.
The wreckage of the Silver Bridge across the Ohio RiverHyper-Super-Overwork
The prevalence of overwork has increased with the depth of the global recession, in part because employers are demanding more, and in part because many must now work longer hours to make ends a little closer to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.
Daffodils of the variety Narcissus 'Barrett Browning'Self-Serving Bias in Organizations
We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as ``Em''self-serving bias``/Em''. Here's a look at what can happen.
The ruins of the Temple of Apollo at DelphiOn Advice and Responsibility
Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

A fictional tornado striking ManhattanComing April 23: On Planning in Plan-Hostile Environments: I
In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.
Someone got the wrong information about which sneakers to wear on which feetAnd on April 30: On Planning in Plan-Hostile Environments: II
When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.

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