Coping with Problems

Rosa knew where this was going as well as anybody did — no place she wanted to go. They all sat in silence while Lambert angrily repeated his question: "Just when do you think you'll get this thing back on track?" You didn't cross Lambert when he got like this.

Will sat quietly for a moment, trying to figure out the right answer. He looked at Rosa. "Three weeks maybe?"

Rosa knew that Will knew it was impossible. She shrugged. "We could try," she replied.

Will and Rosa are coping with Lambert's outrageous behavior in the best way they know — they're placating him. Lambert is coping with the bad news he has received in the best way he knows — by blaming.

Of the many models of human coping, I favor one developed by Virginia Satir, and elaborated by others. In one version, the model has eight basic styles, of which only one, congruence, takes into account the three fundamental elements of our reality: the Self, the Other, and the larger Context. Because congruent coping has balanced regard for all three elements, it's best suited for developing a sound response.

Effective coping requires
a balanced perception
of RealityWhen we cope in any other way, we're responding on the basis of a distorted representation of reality. For instance, we might be giving too much weight to ourselves, or too little to the larger context. When we depend on distorted perceptions, we're on the path to trouble.

Learning to identify coping styles is a good first step toward congruence. Here are some of the eight styles, with illustrations of how someone using each style would deal with bad news on a project.

Placating

The whole thing is probably our fault. I hope that the problem goes away, or that someone else solves it.

Blaming

Whatever happened, it's not our fault. It's theirs. To fix it, we'll need more resources, and if we don't get what we need, it will be management's fault.

Loving/Hating

In the Hating form: There you go again, up to your old tricks. In the Loving form: Thank goodness you're around. Whatever you say must be right.

Super-reasonable

We must deliver on time, no matter what it takes — 15-hour days, weekends, whatever. Make it so.

Irrelevant

Let's rearrange the deck chairs.

Congruent

Hmmm, bad news. Let's get some answers: What will it take to correct the problem? Will we need to change the schedule? The budget? Did we miss some early warning signs?

Over the next month or so, problems will surely arise where you work, and people will cope. Categorize the coping styles you observe. The patterns you notice might help you cope congruently more often. That way you'll be coping with the problem, rather than with the problems of your coping.  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!

To read more about organizational coping styles, check out "Organizational Coping Patterns."

For more about managing pressure, see the series that begins with "Managing Pressure: Communications and Expectations," Point Lookout for December 13, 2006.

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Forthcoming issues of Point Lookout

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When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security. Available here and by RSS on August 19.

And on August 26: Motivated Reasoning and the Pseudocertainty Effect

When we have a preconceived notion of what conclusion a decision process should produce, we sometimes engage in "motivated reasoning" to ensure that we get the result we want. But when we do this in relation to a chain of decisions in the context of uncertainty, trouble looms. Available here and by RSS on August 26.

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