I just finished reading a New York Times business best seller which geeked me out big time. It’s called Difficult Conversations: How to Discuss what Matters Most
The core of difficult conversations
Difficult conversations are almost never about getting the facts right. They are about conflicting perceptions, interpretations, and values. They are not about what a contract states, they are about what a contract means. They are not about being hurt by an action or word they are about how that action or word was interpreted and the impact on our values, what it meant to me. These are not question of right or wrong, but questions of interpretation and judgement.
If your time poor then you can now stop reading because I just told you the holy grail of difficult conversations. If you want to learn more, keep on reading.
Don’t assume their intentions
It’s important to never assume the intentions of the person you are dealing with because your thinking how you feel about them will be affected by it and ultimately, how the conversation goes. So never assume we know the intentions of others when we don’t. The truth is, intentions are invisible. We assume them from other people’s behavior. In other words, we make them up, we invent them.
Because our view of others’ intentions (and their views of ours) are so important in difficult conversations, leaping to unfounded assumptions can be a disaster.
This shadows what I learnt back in May 2010 at Jeff Slayter’s seminar on the best kept secrets of modern day heroes and leaders. Jeff shared with us this same concept to never judge a person without first separating their “Behavior” from their “Intentions”. Separating these two allows you to delve open-minded and find that their intentions are not as bad as their behavior may be making us think. This is also the trait of a successful leader to be able to see past the behavior of their followers and understand their true intentions – only then is a leader capable of truly understanding their followers.
Best approach to take when communicating
If you need to deal with faults in your difficult conversation, instead of talking about those faults which automatically put people into defense & denial mode, figure out:
- 1. What kept them from seeing it coming and
- 2. How to prevent the problem from happening again.
What we are trying to do here is explore why things went wrong and how we might correct them going forward since talking about blame distracts us from a resolution.
So, instead of trying to persuade and get your way, you want to understand what has happened from the other person’s point of view, explain your viewpoint of view, share and understand feelings, and work together to figure out a way to manage the problem going forward.
“Life is just one damn thing after another.” ~ Stone, Patton, and Heen
A difficult conversations checklist
Here is a checklist to follow when having a difficult discussion:
Source: Difficult Conversations
|Step 1: Prepare by Walking Through the Three Conversations|
|1. Sort out What happened
2. Understand Emotions
3. Ground Your Identity
|Step 2: Check your purposes and Decide Whether to Raise the Issue|
|Purposes: What do you hope to accomplish by having this conversation? Shift your stance to support learning, sharing, and problem-solving.
|Step 3: Start from the Third Story|
|Step 4: Explore Their Story and Yours|
|Step 5: Problem-Solving|
Source: Difficult Conversations
|Conversation||A Battle of Messages||A Learning Conversation|
|The “What Happened?” conversation.Challenge: The situation is more complex than either person can see||Assumption: I know all I need to know to understand what happened
Goal: persuade them I’m right
|Assumption: Each of us is bringing different information and perceptions to the table; there are likely to be important things that each of us doesn’t know
Goal: Explore each other’s stories: how we understand the situation and why.
|Assumption: I know what they intended
Goal: Let them know what they did was wrong
|Assumption: I know what I intended, and the impact their actions had on me. I don’t and can’t know what’s in their head.
Goal: Share the impact on me, and find out what they were thinking. Also find out what impact I’m having on them.
|Assumption: It’s all their fault. (Or it’s all my fault.)
Goal: Get them to admit blame and take responsibility for making amends.
|Assumption: We have probably both contributed to this mess.
Goal: Understand the contribution system; how our actions interact to produce this result.
|The Feeling Conversation.Challenge: The situation is emotionally charged.||Assumption: Feelings are irrelevant and wouldn’t be helpful to share. (Or, my feelings are their fault and they need to hear about them.)
Goal: Avoid talking about feelings. (Or let ’em have it!)
|Assumption: Feelings are the heart of the situation. Feelings are usually complex. I may have to dig a bit to understand my feelings.
Goal: Address feelings (mine and theirs) without judgments or attributions. Acknowledge feelings before problem solving.
|The Identity ConversationChallenge: The situation threatens our identity.||Assumption: I’m competent or incompetent, good or bad, lovable or unlovable. There is no in-between.
Goal: Protect my all-or-nothing self-image.
|Assumption: There may be a lot at stake psychologically for both of us. Each of us is complex, neither of us is perfect.
Goal: Understand the identity issues on the line for each of us. Build a more complex self-image to maintain my balance better.
It’s always best to assume that you will encounter difficult discussions, even when you have mastered the ins and our of discussing what matters most. The difference now is that having this knowledge on how to handle difficult discussions allows you to know that it’s okay to talk about them, so the misunderstandings may not be as emotionally draining and are less likely to threaten the relationship.
Here’s to discussing what matters most!