When we're around other people at work, we talk. We talk about work, but we also exchange tidbits about the world and about our lives. A movie. Politics. News. Family successes. Some of the tidbits can be pretty personal, but most aren't.
Think now about the things that you keep to yourself. How good (or bad) it felt to learn that your home is worth much more (or less) than you thought. What your boss said to you in your performance review. The illness of a family member. The costs of rescheduling your daughter's wedding. Your worries about your son's performance at school. Learning that the older boy who bullied you when you were nine will be joining the company as your department head. And on and on.
Most of the time, we don't dwell on this stuff, but it's there. It's the background that forms part of the landscape of Life. Most of what we don't talk about is somewhat problematic, because if something isn't problematic, we like to talk about it. We're intimately familiar with it all and we deal with it the best way we can.
We all have things we don't talk about. All of us. The man sitting next to you waiting for that flight, or that woman next to you at that meeting — they have their concerns, just as you do. Their concerns differ from yours, but they're just as real.
And since we don't often talk about these things, we begin to think that for others, they don't exist. We forget that the weight of it all sometimes gets to be too much. People snap at each other, and we assume it's a "personality clash," or a character flaw. People lose the thread of the discussion, and we think it's due to "lack of focus," or stupidity.
When it happens to us, we know perfectly well that it happened because we had a sleepless night with the new baby, or that we're worried about the asbestos found in our new home. When it happens to others, we forget that they can have good reasons, too.
We all have things
we don't talk about.
All of us.This error is a form of the Fundamental Attribution Error. It happens because we have difficulty imagining what we know nothing about. And there's something you can do about it, starting right now.
When someone snaps at another (or at you), or loses the thread of the discussion, or misses a deadline — or whatever it may be — begin by reminding yourself that you have no idea what burdens he or she might be carrying. Instead of just reacting, remember the burdens you are carrying, take a breath, and slow down. Wait. Something good will come to you.
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!
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More articles on Emotions at Work:
- Intimidation Tactics: Touching
- Workplace touching can be friendly, or it can be dangerous and intimidating. When touching is used to
intimidate, it often works, because intimidators know how to select their targets. If you're targeted,
what can you do?
- When You Can't Even Think About It
- Some problems are so difficult or scary that we can't even think about how to face them. Until we can
think, action is not a good idea. How can we engage our brains for the really scary problems?
- The Loopy Things We Do at Work
- At the end of the day, your skill at finding humor inside the dull and ordinary can make the difference
between going home exhausted and going home in a strait jacket. Adopting a twisted view of the goings-on
might just help keep you untwisted.
- Filtered Perceptions
- How we see things influences how we see things, almost like a filter or sunglasses. What are your filters?
- Quips That Work at Work: I
- Perhaps you've heard that humor can defuse tense situations. Often, a clever quip, deftly delivered,
does help. And sometimes, it's a total disaster. What accounts for the difference?
Forthcoming issues of Point Lookout
- Coming June 20: Managing Dissent Risk
- In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
- And on June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.