Stress complicates person-to-person communication, especially when it affects several people in a group simultaneously. Angry outbursts come immediately to mind, but there are many other ways to mess up. Knowing the stress traps, and talking about them in advance of the action, gives a group tools for preventing them when the action starts.
Here are some of the common mistakes people make under stress.
- Jumping to meaning
- We jump prematurely to a single meaning of what someone said, ignoring alternatives, and not bothering to seek alternatives. And we tend to focus on the most familiar meaning, rather than the one most likely to apply.
- Hat hanging
- When someone or some situation reminds us of someone or something else, we act as if we were there or then, rather than here and now. We hang the hat of the past on the present. See "You Remind Me of Helen Hunt," Point Lookout for June 6, 2001, for more.
- Not listening and not hearing
- When we become preoccupied with our own thoughts, we sometimes don't even hear what's being said. On the spot, we can sometimes mentally "replay" the last few seconds, and we try to conceal the fact that we've temporarily checked out. Sometimes we fool others, but rarely do we actually grasp what we missed.
- Completing one another's thoughts
- Knowing the stress traps
gives a group tools
for preventing them
when the action startsWe don't wait for people to finish what they're saying. We complete it for them — in our own minds, at least, but sometimes out loud. It's easy to hurt others this way.
- Replaying dramatic putdowns
- We use insults that we learn by hearing them — sometimes in the pop media. Often we get a feeling of satisfaction from this, but it rarely helps the communication.
- We have an exaggerated sense of urgency — no time to listen, and surely no time to explain. We dismiss or interrupt the other to move on past. See "Discussus Interruptus," Point Lookout for January 29, 2003, for more.
- Being dazed and confused
- We get confused, or we lose track of the conversation. In some cases — the most dangerous — we aren't even aware of having lost it.
- Mind reading
- We convince ourselves that despite our lack of ESP, we know exactly what someone else is thinking. See "The Mind Reading Trap," Point Lookout for October 10, 2001, for more.
- Living the catastrophic expectation
- When one of the several possible interpretations of what someone else has said is truly catastrophic, that choice can become the only one we fix on.
- Blame dancing
- I blame you and you blame me. Or together we unite and blame someone or something else. Or in anticipation of being blamed we defend ourselves or attack another. There are many variations.
These patterns can occur even when stress is low. The good news is that when we learn to control them for the stressful times, we learn to control them for the other times, too. It's an effort worth making. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- When Your Boss Attacks Your Self-Esteem
- Your boss's comments about your work can make your day — or break it. When you experience a comment
as negative or hurtful, you might become angry, defensive, withdrawn, or even shut down. When that happens,
you're not at your best. What can you do if your boss seems intent on making every day a misery?
- Mastering Meeting Madness
- If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few
tips that can free everyone to finally get some work done.
- Make Space for Serendipity
- Serendipity in project management is rare, in part, because we're under too much pressure to see it.
If we can reduce the pressure, wonderful things happen.
- The Hypothetical Trap
- Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for
managers and project managers to answer them in the project context. What's the problem? Why should
you be careful of the "What If?"
- Meeting Troubles: Culture
- Sometimes meetings are less effective than they might be because of cultural factors that are outside
our awareness. Here are some examples.
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2009-10 in The Questions Not Asked (PDF, )
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