Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 38;   September 20, 2017: Comfort Zone Discomfort

Comfort Zone Discomfort

by

The phrase "comfort zone" is a metaphor that can distort how we think about situations in which we feel comfortable and confident. Here are four examples illustrating how the metaphor distorts our thinking.
A lightning storm over New York City

A lightning storm over New York City. Even if New York City is your comfort zone, there are times when it just isn't a safe place to be.

The widely used phrase, comfort zone, is defined by Merriam-Webster as "a place, situation, or level where someone feels confident and comfortable." It isn't a physical place, though numerous restaurants, bars, and children's camps use the phrase for their names. The phrase is a metaphor, and like all metaphors, it identifies something familiar — a zone — with something less familiar — a psychological or behavioral situation.

That identification is literally incorrect. A zone isn't a psychological space. A zone, again from the dictionary, is "a region or area set off as distinct from surrounding or adjoining parts." It's a contiguous region on a surface, such as the inbounds area of a tennis court, or the Greenwich Mean Time zone, or the territory of New York City.

Using metaphors entails risk. The literally incorrect identification of "zone" with "psychological situation" can distort thinking about the psychological space. Here are four issues for which the metaphor can cause muddled thinking.

Dealing with discomfort
The comfort zone isn't a "region or area" distinct from its surrounds. For example, when presenting to your team, you might be in your comfort zone, until your company's CEO enters the room and takes a seat. Clearly, the comfort zone wasn't the conference room; nor was it presenting in that room. In this case, the comfort zone's definition must include the audience. Thinking of the comfort zone as an area, when it's actually an audience roster, can make dealing with the discomfort more difficult.
Taking responsibility for growth
People talk about "breaking out of your comfort zone," or "pushing the boundaries of your comfort zone," as if something external holds one there. Constraining forces might indeed exist, but they're usually internal. Regarding these forces as external shifts the responsibility for making a change to someone else (or something else). That responsibility is ours alone; it cannot be shifted.
Feeling a false sense of security
When we People talk about "breaking
out of your comfort zone,"
or "pushing the boundaries
of your comfort zone," as
if something external
holds one there
feel that we're in our comfort zone, regarding it as a "zone" can create a false sense of security. Real "zones" — that is, regions or areas — are places that persist over time. Zones aren't usually subject to sudden change. Situations are. Situations can be comfortable in one moment and uncomfortable — even unsafe — in the next. To grasp how quickly situations can change, we must think of situations as situations.
Seeking real security
When we think of "seeking a comfort zone," the metaphor compels us to seek a place that's permanently comfortable. This is an objective different from seeking a situation that's comfortable for now, or for some other short period. So we end up looking for something possibly more difficult to find than what we actually need.

Metaphors are powerful. They're also dangerous. Use them with care. Go to top Top  Next issue: Meeting Troubles: Collaboration  Next Issue

Go For It: Sometimes It's Easier If You RunLove the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Critical Thinking at Work:

Circular reasoningBegging the Question
Begging the question is a common, usually undetected, rhetorical fallacy. It leads to unsupported conclusions and painful places we just can't live with. What can we do when it happens?
Two colleagues chatting on their morning breakNine Project Management Fallacies: I
Most of what we know about managing projects is useful and effective, but some of what we "know" just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.
Chocolate chip cookiesNine Project Management Fallacies: II
Some of what we "know" about managing projects just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.
The 20-70-10 rule, graphicallyPerformance Mismanagement Systems: II
One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives.
Two people engaged in pair collaborationThe Self-Explanation Effect
In the learning context, self-explanation is the act of explaining to oneself what one is learning. Self-explanation has been shown to increase the rate of acquiring mastery. The mystery is why we don't structure knowledge work to exploit this phenomenon.

See also Critical Thinking at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Adolf Hitler greets Neville Chamberlain at the beginning of the Bad Godesberg meeting on 24 September 1938Coming March 6: Six More Insights About Workplace Bullying
Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
The S.S. Eastland, in Cleveland, Ohio, around 1911And on March 13: On Anticipating Consequences
Much of what goes wrong when we change systems to improve them falls into a category we call unanticipated consequences. Even when we lack models that can project these results accurately, morphological analysis that can help us avoid much misery. Available here and by RSS on March 13.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.