Ray was relieved. After three difficult meetings, this last one was wonderful. The team had really converged. As the facilitator led them through a mini-retrospective of the meeting itself, he came to the section "What We Liked." People said things like "We were productive" and "We generated some great ideas." When Deanna offered, "Nobody was negative," Ray couldn't restrain himself: "Yes, and everyone was positive."
They all laughed, and his remark had some substance, too. We often use negative terms to express ourselves. We describe what is not, what was not, and what cannot be, instead of what is, what was, and what can be. Even though the literal meanings of positive and negative constructions are (almost) the same, positive constructions are safer in tense situations — they energize, they enhance understanding, and they lift spirits.
When Deanna said, "Nobody was negative," she evoked the unpleasantness of the previous meetings. Unwittingly, she reminded the rest of the team of past negativity. If she had said, "Everyone was positive," they would have recalled the pleasantness of that last meeting. Of the two experiences — recalling the unpleasantness, or recalling the pleasantness — the pleasant one can be more helpful and more fun.
Deanna's choice of words probably had little lasting impact in that case. But when tempers flare, when frustration is high, or when there's tension in the room, being positive can help the group maintain its center — or recover it.
We choose between the negative and the positive more often than we know. For instance, I could have titled this essay "Avoiding Negatives." Here are two common situations to get you started noticing the opportunities to be positive.We often describe what is not,
what was not, and what
cannot be, instead of
what is, what was,
and what can be
- Discussing alternatives
- In discussing alternatives, we say "I disagree," "It's not so simple," and "That's not the whole story." These phrases can create a feeling of being criticized, and can elicit defensiveness. Try "I agree with a lot of that, and I wonder, what about…" or "I understand, and I'm wondering about the possibility that…"
- Expressing our preferences
- Expressing our preferences, we sometimes describe what we don't like instead of what we do like. Compare "I have some concerns about that approach — what if X happens?" with "I like that approach. Can we find a way to extend it to cover X?"
Over the next week, carry an index card around and jot down examples of negative constructions that could have been positive. Begin by looking at what others say — it's easier. As you become more sensitive to the choices, a wonderful thing will happen. Effortlessly, you'll find yourself being less negative — oops, I mean, more positive. And you just might find that it catches on. Top Next Issue
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More articles on Emotions at Work:
- I've Been Right All Along
- As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These
doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict
with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when
this is happening?
- Some Subtleties of ad hominem Attacks
- Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty
reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this
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- When Somebody Throws a Nutty
- To "throw a nutty" — at work, that is — can include anything from extreme verbal
over-reaction to violent physical abuse of others. When someone exhibits behavior at the milder end
of this spectrum, what responses are appropriate?
- Toxic Conflict in Teams: Attacks
- In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide
opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog
of covert attack tactics.
- Regaining Respect from Others
- When you feel that a colleague has lost professional respect for you — or never really had respect
for you — what can you do about it? Check your conclusions, check whether it's about you, and
ask for a dialog.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.
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