
Many different viewpoints make for many different choices
Usually, there's more than one way to convert disagreement into agreement. Choosing one can be tricky, though, because we so rarely appreciate all of what separates us or what distinguishes our views. Here's a collection of insights that might help find a path from disagreement to agreement.
- If I don't think I can explain it to a child, maybe I don't fully understand it.
- If it's urgent, go slow.
- Accountability and blame are two very different things.
- The problem is not the problem. The coping is the problem. — Virginia Satir
- Questions are usually just questions. Even when they're counter-arguments in disguise, they're still opportunities for giving great answers.
- When people I work with closely get into tangles, I'm probably involved in at least a minor way. Minor might still be significant.
- In tangles, everyone has a role. Being a spectator is a role.
- The person we all acknowledge as being involved in the trouble is only the person we're all willing to acknowledge. There are certainly others.
- We probably aren't the first people in the world to get into this particular fix.
- Our differences in this situation might contain echoes of our differences in another situation. Maybe one key to this situation lies in the other one. Unlocking this one might require more than one key.
- Although there are some people at work who are actually trying to harm others, they are so rare that I probably don't know anyone like that.
- The number of people who hold a particular belief isn't an indication of the correctness of that belief.
- When I say something I later regret, I'm usually repeating a previous error.
- For resolving differences, face-to-face is best. Phone-to-phone is next best. Voicemail is nuts. Anything involving a keyboard is totally nuts.
- Nobody has an accurate view of everything. I might be mistaken on this.
- There is almost always more than one way out.
- When I think there is only one way out, I probably haven't thought about it enough.
- When I Differences and disagreements
are the doorways to growththink I've thought about it enough, and I still don't have a way out, I'm probably just tired. I take a break and try again later. - If I think I don't know what I want, maybe going for what I really want is too scary.
- I can consider what to do about an unpleasant possibility without accepting that unpleasant possibility as inevitable.
- I can't actually unsee what I've seen.
- I can see in new ways things I've already seen in old ways.
- I can see for the first time things I've never seen before.
- I can see something for the first time only once.
- I can't unlearn what I've learned, but I can learn what I haven't yet learned.
- When somebody else seems to be trying mightily to make things worse, maybe I don't fully grasp what he or she is trying to accomplish.
This collection is a work in progress. rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.comSend me yours. I'm always interested. 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!
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Related articles
More articles on Conflict Management:
Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part
II of a little catalog of tactics.
Lateral Micromanagement
- Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another.
Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power
and rank, and it is toxic to teams.
Discussion Distractions: II
- Meetings are less productive than they might be, if we could learn to recognize and prevent the most
common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
Newly Virtual Politics: Choices
- Pandemic or not, workplace politics marches on, though politics might take slightly different forms
in a pandemic. Those different forms make new choices available, and render some formerly effective
choices ineffective.
Risk Acceptance: One Path
- When a project team decides to accept a risk, and when their project eventually experiences that risk,
a natural question arises: What were they thinking? Cognitive biases, other psychological phenomena,
and organizational dysfunction all can play roles.
See also Conflict Management and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
Coming October 4: Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.
And on October 11: Self-Importance and Conversational Narcissism at Work: II
- Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.
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