We have just experienced our Russian month. November involved hosting two Russian colleagues at different times as well as going to Russia as we usually do at this time of year. The Russian women were studying here and were hosted by different people. When it came to our turn we chose the places we were going to take them as part of the cultural programme. For Lena, who loves singing, we went to an a cappella singing workshop directed by Una May Olomolaiye. At the first song Lena was so moved she cried as she had not experienced such joy and power before.
With Olga our last Russian guest the Choir Anita attends, also with Una May, were singing at an event. Having been away, Anita was not aware what the event was, but thought Olga would enjoy hearing the choir and Olga said that she wanted to go anyway. So Chris and Olga turned up to what turned out to be a celebration of a woman within the Black community. This celebration was called an “appreciation” of Jenny Solomon, who had been a Youth Director for the region. This was a really moving event. The Black community had turned up in force and included all ages. The evening involved poetry being read to Jenny, songs being sung to her and speeches being made about her. She was definitely the guest of honour and there was so much joy and positive recognition that we could not help but be affected by it. Our choir sang for her and the whole community joined in with gusto.
So why write about this? Well, I think it is pretty clear that appreciation is so important and while a whole evening in someone’s name may not always be possible or appropriate we could certainly do with more of it. We could also do with more of the joy that was present at this event. Yes, there was sadness too, and tears were shed by those who knew Jenny but there was such a feeling of warmth that it seemed okay whatever feelings were being expressed.
As for our Russian guest I think it was a bit overwhelming and way outside of her cultural experience – but one she will never forget.
So, at this time of year when joy is an expectation, how about taking some time to think how, in the coming year, you can appreciate those you know. In the white British culture we tend not to give recognition, even when we have it to give, but if we started to do it, and if it were genuine, we might actually put the “kind” back into human kind, and bring a bit of that joy that can be missing for many.
Friday 14 December 2007
Thursday 1 November 2007
Stress Management
One of the things that happens when we are stressed is that we can often start to have obsessive thinking. Our attention becomes focussed on the “What if….” in terms of what might happen and these are usually worse case scenarios. These thoughts in themselves then raise our anxiety and make the situation even more difficult.
Let’s imagine there has been a complaint by a colleague about something you are supposed to have done. In your own eyes you are innocent of this accusation but your employer has decided to take disciplinary measures and the situation is being investigated. At this point you start to believe that there must be something wrong with you, you begin to beat up on yourself and any remaining humour you have is now against yourself e.g. “You’d better write that down as there’s nothing between the ears! Ha, ha, ha!” When laying in bed at night, or during any quiet moment, your thoughts start to go down the negative route of “What if I lose my job? If that happens I will lose the house. I won’t be able to get another job.……………..” etc. etc.
When we start to think like this we are focussed in the future not in the now. By staying in the present we will be less stressed. I recognise that staying present is not necessarily an easy process, but we can train our minds to do this. Every time we start to go down the negative thought route we need to bring ourselves back. It may be that we have been thinking negatively for some time before we even realise what we are doing. However, as soon as we do notice we still need to bring ourselves back to the now. What is real now? Who is here to support us now? Who will I ask for support from now? What can I do now that will help to relax me?
Staying in the present is something that can be eased through meditation. Just sitting in a chair and focussing our minds on the sensation of our bottoms on a chair and to keep returning to this each time we find ourselves wandering off somewhere else, will help train ourselves to stay in the present.
It is important to train, or actually re-train our minds because when we are stressed it seems as if our minds control us, rather than the other way round. We can start to believe that we cannot do anything about these negative thought processes, and this is reflective of not feeling in control of the situation. However, even if others have control over the disciplinary process, for example, we have control over our mind and what we do with it. Therefore it is better to use our energy by being positive because, even if the worst happens, we are more likely to have the energy to deal with it, rather than being already on our beam ends. Further, the worst may not happen anyway and we have wasted our time in worrying.
Okay, in this example, I have talked about a situation where you believe you are innocent. However, even if you have done something wrong there are still ways to deal with the stress of this. One certain way is to own up to the wrong doing so at least you can live with yourself and not spend your energy trying to cover up something.
On an individual level staying present is, of course, only one way to deal with stress. In addition, measures also need to be taken by the organisation itself to ensure the workforce are supported.
For more information on stress management contact Mountain Associates and see how we can support your workforce: ta@mountain-associates.co.uk
Let’s imagine there has been a complaint by a colleague about something you are supposed to have done. In your own eyes you are innocent of this accusation but your employer has decided to take disciplinary measures and the situation is being investigated. At this point you start to believe that there must be something wrong with you, you begin to beat up on yourself and any remaining humour you have is now against yourself e.g. “You’d better write that down as there’s nothing between the ears! Ha, ha, ha!” When laying in bed at night, or during any quiet moment, your thoughts start to go down the negative route of “What if I lose my job? If that happens I will lose the house. I won’t be able to get another job.……………..” etc. etc.
When we start to think like this we are focussed in the future not in the now. By staying in the present we will be less stressed. I recognise that staying present is not necessarily an easy process, but we can train our minds to do this. Every time we start to go down the negative thought route we need to bring ourselves back. It may be that we have been thinking negatively for some time before we even realise what we are doing. However, as soon as we do notice we still need to bring ourselves back to the now. What is real now? Who is here to support us now? Who will I ask for support from now? What can I do now that will help to relax me?
Staying in the present is something that can be eased through meditation. Just sitting in a chair and focussing our minds on the sensation of our bottoms on a chair and to keep returning to this each time we find ourselves wandering off somewhere else, will help train ourselves to stay in the present.
It is important to train, or actually re-train our minds because when we are stressed it seems as if our minds control us, rather than the other way round. We can start to believe that we cannot do anything about these negative thought processes, and this is reflective of not feeling in control of the situation. However, even if others have control over the disciplinary process, for example, we have control over our mind and what we do with it. Therefore it is better to use our energy by being positive because, even if the worst happens, we are more likely to have the energy to deal with it, rather than being already on our beam ends. Further, the worst may not happen anyway and we have wasted our time in worrying.
Okay, in this example, I have talked about a situation where you believe you are innocent. However, even if you have done something wrong there are still ways to deal with the stress of this. One certain way is to own up to the wrong doing so at least you can live with yourself and not spend your energy trying to cover up something.
On an individual level staying present is, of course, only one way to deal with stress. In addition, measures also need to be taken by the organisation itself to ensure the workforce are supported.
For more information on stress management contact Mountain Associates and see how we can support your workforce: ta@mountain-associates.co.uk
Tuesday 9 October 2007
Going The Extra Mile
During a training the trainer programme we discussed the concept of “going the extra mile”, i.e. doing something extra for a client that was not contracted for. One example, an electrician has a job to put electricity down to a shed at the bottom of a garden. Whilst there the house owner says “Oh, whilst you’re here would you mind just putting up a new light fitting for me?”. The electrician thinks that this is good for business and agrees to do it. It takes half an hour of his time, for which he does not charge, but he is late home that night which is the third night in succession that this sort has happened. At the end of the year when the contractor is questioned by accountant about how many of the give-away jobs are undertaken they tot up the total to a colossal £20,000 in lost revenue and time.
So, is this a good thing or not?
In Transactional Analysis terms we could think of it in terms of script. The script is a life plan that we make as children based on limited life experience. These decisions can have positive or negative affects. When a child hears messages such as “Go on, have a go, I will be there to support you” they are likely to develop confidence and abilities in a range of areas as their belief systems will be about taking calculated risks, being okay if they fail etc. How different this would be to the child who hears “Don’t be stupid, you’ll never be able to do that”. As children we then make decisions based on this limited experience and then, outside our awareness, we live our lives according to those early decisions.
So, let’s get back to the “extra mile”. If I have a contract with an organisation and then, on a number of occasions, they ask me to complete forms that are outside the contract and take up to half an hour of my time, what should I do? If I agree to writing reports for a company at no charge because I think this will be good for Mountain Associates then this may be an effective use of my time and money. However, if I don’t re-contract with the client company it is likely that they have no awareness that I am doing it over and above the original contract so the benefit for Mountain Associates is lost. In effect, I am saying, to the client company, that breaking a contractual boundary is fine and I am likely to end up feeling resentful as a result of the extra unpaid time and effort on my part. In addition the client is also more likely to do this again. On the other hand it may be that I am completing the forms because I think I “should”, not because we have made a business case for doing so. Perhaps my parents expected me to do things for others, or, I found that if I did things for others then they seemed to like me more, it is probable that I may continue to do this even when it is not appropriate.
How many times have you run over on a time boundary legitimising it as offering the client something that other consultants don’t do, or even that your train is not for another hour and you can fit in a bit longer with the client etc. On deeper exploration we can often find we have done so because we believed we “should”, or we wanted to be liked, not because in the here-and-now we firmly believe it is good for our business.
The problem with “going the extra mile” is when we do so in script not because we think it is good for business. The decision does not come from here-and-now Adult ego state and we are discounting ourselves and our value. Add up all the times you have done something because you thought you “should” and check whether you feel resentful.
We need to balance out doing things for free with the business case for doing so. If your exploration into the amount of time and energy you put into “going the extra mile” leaves you severely out of pocket and resentful I would suggest you might be in script.
I am not suggesting however, that there should be a business case made for everything we do for free for others. That is not the point. Businesses thrive on good will and good service. I am sure we can all remember the time a restaurant owner made us something special because of some dietary problem, or a store assistant carried something out to the car, or someone did not charge us for a broken appointment. These instances restore our faith in human nature, let along make good business sense. However, when we do things that are in script this can be bad for business and bad for us, as boundaries get broken which can have a detrimental affect on all concerned. That is why all of us in business for ourselves need to develop an awareness of script and our own script beliefs so that we can be here-and-now in the decision-making processes.
So, is this a good thing or not?
In Transactional Analysis terms we could think of it in terms of script. The script is a life plan that we make as children based on limited life experience. These decisions can have positive or negative affects. When a child hears messages such as “Go on, have a go, I will be there to support you” they are likely to develop confidence and abilities in a range of areas as their belief systems will be about taking calculated risks, being okay if they fail etc. How different this would be to the child who hears “Don’t be stupid, you’ll never be able to do that”. As children we then make decisions based on this limited experience and then, outside our awareness, we live our lives according to those early decisions.
So, let’s get back to the “extra mile”. If I have a contract with an organisation and then, on a number of occasions, they ask me to complete forms that are outside the contract and take up to half an hour of my time, what should I do? If I agree to writing reports for a company at no charge because I think this will be good for Mountain Associates then this may be an effective use of my time and money. However, if I don’t re-contract with the client company it is likely that they have no awareness that I am doing it over and above the original contract so the benefit for Mountain Associates is lost. In effect, I am saying, to the client company, that breaking a contractual boundary is fine and I am likely to end up feeling resentful as a result of the extra unpaid time and effort on my part. In addition the client is also more likely to do this again. On the other hand it may be that I am completing the forms because I think I “should”, not because we have made a business case for doing so. Perhaps my parents expected me to do things for others, or, I found that if I did things for others then they seemed to like me more, it is probable that I may continue to do this even when it is not appropriate.
How many times have you run over on a time boundary legitimising it as offering the client something that other consultants don’t do, or even that your train is not for another hour and you can fit in a bit longer with the client etc. On deeper exploration we can often find we have done so because we believed we “should”, or we wanted to be liked, not because in the here-and-now we firmly believe it is good for our business.
The problem with “going the extra mile” is when we do so in script not because we think it is good for business. The decision does not come from here-and-now Adult ego state and we are discounting ourselves and our value. Add up all the times you have done something because you thought you “should” and check whether you feel resentful.
We need to balance out doing things for free with the business case for doing so. If your exploration into the amount of time and energy you put into “going the extra mile” leaves you severely out of pocket and resentful I would suggest you might be in script.
I am not suggesting however, that there should be a business case made for everything we do for free for others. That is not the point. Businesses thrive on good will and good service. I am sure we can all remember the time a restaurant owner made us something special because of some dietary problem, or a store assistant carried something out to the car, or someone did not charge us for a broken appointment. These instances restore our faith in human nature, let along make good business sense. However, when we do things that are in script this can be bad for business and bad for us, as boundaries get broken which can have a detrimental affect on all concerned. That is why all of us in business for ourselves need to develop an awareness of script and our own script beliefs so that we can be here-and-now in the decision-making processes.
Tuesday 4 September 2007
Being Present
When coaching or training people I frequently find that people are anxious over things that have not yet happened. These anxieties would be eased if people stayed with what is rather than what could happen. For example, the world markets are currently struggling due to the financial crisis in the USA. This situation could apparently lead us into a “bear” situation, that is a situation where markets fall and remain there for the foreseeable future. So, what do most people do – yes, worry. How does that help? They lose sleep at night, become agitated and snappy and decision-making becomes more difficult due to wariness let alone sleepiness. It is different if we consider the appropriate actions we could take and then take them. Worrying never actually got anyone anywhere, except worn out! Staying here and now is one way to avoid worrying.
Eastern philosophies have a lot to teach us about staying present. Meditation teaches us to remain in the moment, ignoring our thoughts which tend to keep us in our heads and out of our bodies. When we are in tune with our selves we are more likely to be in tune with others and with what needs to be done.
Becoming agitated and worried tends serves to move us more into our heads and away from a true sense of ourselves. When we stay with what is, stay connected with others and with our selves then we are more likely to be rested and flexible if / when difficulties do arise. Very often most of the things we have been worrying about don’t happen and yet we may have spent hours being uptight about it, which also wears us out.
Some years ago I read a story about the “precious present” and about a young man who discovered the meaning and the art of being in the present. Being in the present is precious as it holds so much more than the anxiety route. Having goals is great but we can only plan so far. If we hold on too tightly to these goals we can prevent flexibility let alone trust. But how to trust and who to trust? Trust in ourselves is the starting point. Many of us don’t trust. We don’t trust our bodies and what they tell us as we often try to over-ride the information. One way we do this is to rush. Rushing and hurrying up prevents us from getting in touch with now. What do I feel now, what do I think now, what action will I take now? If I don’t get in touch with now how will I know what action I need to take?
Many people are afraid to get in touch with now as they may need to move on from a situation they have been denying for too long. Being in the now is scary for many people as it means saying hello to themselves. It also means really listening to other people and experiencing them in the now, rather than what we project on to them. If I am now I really have to see you and learn who you are, rather than who I want you to be. I have to put all my prejudices and assumptions about others down and be prepared to experience anew. Berne said that “In order to say Hello, you first get rid of all the trash that has accumulated in your head ever since you came home from the maternity ward……..” ( Berne E. 1984, What Do You Say After You Say Hello, p4). This fits with Scott Peck’s theories on communities and relationships –
• Pseudocommunity is when we are conflict avoiding and people can get away with generalisations, and individuals tend to keep their feelings to themselves.
• Chaos is when people attempt to heal or convert others. There is often a vying for leadership. People attempt to Rescue, Persecute of become Victims and this reinforces their view of the world and the situation becomes chaotic.The motivation is to win, as this is about survival for whose norm will prevail. The arguments and struggle go nowhere as participants are not actually listening to each other.
• Emptiness. Other than moving out of the chaos into organisation, the other way to go is through what Peck call emptiness. This is the hardest part and was the point of the chaos stage, which was to resist being here. This is about moving into effective communication and in order to do so then people need to put down their defences. This, for Scott Peck means emptying ourselves of:
o Expectations and preconceptions
o Prejudices, Ideology, Theology and Solutions
o The Need to Heal, Convert, Fix, or Solve
o The Need to Control
• Community. When in this stage the group is quieter and more peaceful. People listen to each other, solve problems and resolve conflicts. Part of the task may be to decide whether to continue or not. Some groups may go back to previous stages and if this occurs it may be easier for some groups to go into authoritarian processes and forget about having a fun in the relationships. In this process they put task and productivity over their individual and the group's development. Whilst this stage offers more happiness it can also be more uncomfortable as conflicts are out in the open, but there is also the willingness to resolve differences. (Scott Peck, 1987, A Different Drum)
So, in their different ways both Berne and Peck both argue for staying in the present. The western culture tends to give recognition to thinking as opposed to feeling and to staying in touch with the now. If we want a more peaceful and healthy life let’s make sure that East meets West and we find ways to say Hello to ourselves and others in the now.
Eastern philosophies have a lot to teach us about staying present. Meditation teaches us to remain in the moment, ignoring our thoughts which tend to keep us in our heads and out of our bodies. When we are in tune with our selves we are more likely to be in tune with others and with what needs to be done.
Becoming agitated and worried tends serves to move us more into our heads and away from a true sense of ourselves. When we stay with what is, stay connected with others and with our selves then we are more likely to be rested and flexible if / when difficulties do arise. Very often most of the things we have been worrying about don’t happen and yet we may have spent hours being uptight about it, which also wears us out.
Some years ago I read a story about the “precious present” and about a young man who discovered the meaning and the art of being in the present. Being in the present is precious as it holds so much more than the anxiety route. Having goals is great but we can only plan so far. If we hold on too tightly to these goals we can prevent flexibility let alone trust. But how to trust and who to trust? Trust in ourselves is the starting point. Many of us don’t trust. We don’t trust our bodies and what they tell us as we often try to over-ride the information. One way we do this is to rush. Rushing and hurrying up prevents us from getting in touch with now. What do I feel now, what do I think now, what action will I take now? If I don’t get in touch with now how will I know what action I need to take?
Many people are afraid to get in touch with now as they may need to move on from a situation they have been denying for too long. Being in the now is scary for many people as it means saying hello to themselves. It also means really listening to other people and experiencing them in the now, rather than what we project on to them. If I am now I really have to see you and learn who you are, rather than who I want you to be. I have to put all my prejudices and assumptions about others down and be prepared to experience anew. Berne said that “In order to say Hello, you first get rid of all the trash that has accumulated in your head ever since you came home from the maternity ward……..” ( Berne E. 1984, What Do You Say After You Say Hello, p4). This fits with Scott Peck’s theories on communities and relationships –
• Pseudocommunity is when we are conflict avoiding and people can get away with generalisations, and individuals tend to keep their feelings to themselves.
• Chaos is when people attempt to heal or convert others. There is often a vying for leadership. People attempt to Rescue, Persecute of become Victims and this reinforces their view of the world and the situation becomes chaotic.The motivation is to win, as this is about survival for whose norm will prevail. The arguments and struggle go nowhere as participants are not actually listening to each other.
• Emptiness. Other than moving out of the chaos into organisation, the other way to go is through what Peck call emptiness. This is the hardest part and was the point of the chaos stage, which was to resist being here. This is about moving into effective communication and in order to do so then people need to put down their defences. This, for Scott Peck means emptying ourselves of:
o Expectations and preconceptions
o Prejudices, Ideology, Theology and Solutions
o The Need to Heal, Convert, Fix, or Solve
o The Need to Control
• Community. When in this stage the group is quieter and more peaceful. People listen to each other, solve problems and resolve conflicts. Part of the task may be to decide whether to continue or not. Some groups may go back to previous stages and if this occurs it may be easier for some groups to go into authoritarian processes and forget about having a fun in the relationships. In this process they put task and productivity over their individual and the group's development. Whilst this stage offers more happiness it can also be more uncomfortable as conflicts are out in the open, but there is also the willingness to resolve differences. (Scott Peck, 1987, A Different Drum)
So, in their different ways both Berne and Peck both argue for staying in the present. The western culture tends to give recognition to thinking as opposed to feeling and to staying in touch with the now. If we want a more peaceful and healthy life let’s make sure that East meets West and we find ways to say Hello to ourselves and others in the now.
Wednesday 8 August 2007
Being Assertive
Being Assertive
So many times when coaching individuals, or working in teams, people tell me that they cannot be OK with others when others do things that are wrong or when the other person or people treat them as not OK. However, if we treat others as if they are not OK then this is likely to just escalate the difficulty. This happens the world over from the micro to the macro – and where does it get us? It gets us into conflict on a local to an international scale.
Staying OK/OK with ourselves and others means believing that we all have a right to be in the world, it is what we do with those rights that is important.
Transactional Analysis is a method to improve communication and as such it is important to treat others well, even when they are not being so with us. When this occurs we can “cross the transaction”, namely invite them to respond to us in an OK/OK way. For example, I was giving facilitating what the organisation called a “masterclass” on motivation when a participant said very aggressively that I had not mentioned money as a motivator. At this point I had choices – I could become aggressive and respond accordingly, I could become compliant and feel put down, or I could cross his transaction which was from Criticising Mode to my Compliant Mode. I took the latter option and responded from my Accounting Adult mode “No, that’s right, would you like to know how come I haven’t done that?” At this point he either had to say “Yes” or “No”. I was inviting the participant to come and join me in Adult by asking him a question and contracting with him about what he wanted. Having said “Yes” I informed him of my rational and then moved the dialogue from him to other people in the audience and onto another topic. This same participant made similar comments twice more during the seminar and I was able to keep myself and him okay.
There are times when we need to put in the boundary more overtly than I did on that occasion, and at these times we still need to come from an OK/OK place. In this way we can say that someone has gone over a boundary but not ridicule them or be abusive either. In my experience coaching and training leaders and managers as well as working with shopfloor workforce, this ability to keep in relationship, respecting people and yet still be able to discipline people is a must for a productive organisation. This is more likely to encourage loyalty and increase production as everyone experiences fairness and equanimity.
For more on Okayness take a look at our information on TA on our web site.
So many times when coaching individuals, or working in teams, people tell me that they cannot be OK with others when others do things that are wrong or when the other person or people treat them as not OK. However, if we treat others as if they are not OK then this is likely to just escalate the difficulty. This happens the world over from the micro to the macro – and where does it get us? It gets us into conflict on a local to an international scale.
Staying OK/OK with ourselves and others means believing that we all have a right to be in the world, it is what we do with those rights that is important.
Transactional Analysis is a method to improve communication and as such it is important to treat others well, even when they are not being so with us. When this occurs we can “cross the transaction”, namely invite them to respond to us in an OK/OK way. For example, I was giving facilitating what the organisation called a “masterclass” on motivation when a participant said very aggressively that I had not mentioned money as a motivator. At this point I had choices – I could become aggressive and respond accordingly, I could become compliant and feel put down, or I could cross his transaction which was from Criticising Mode to my Compliant Mode. I took the latter option and responded from my Accounting Adult mode “No, that’s right, would you like to know how come I haven’t done that?” At this point he either had to say “Yes” or “No”. I was inviting the participant to come and join me in Adult by asking him a question and contracting with him about what he wanted. Having said “Yes” I informed him of my rational and then moved the dialogue from him to other people in the audience and onto another topic. This same participant made similar comments twice more during the seminar and I was able to keep myself and him okay.
There are times when we need to put in the boundary more overtly than I did on that occasion, and at these times we still need to come from an OK/OK place. In this way we can say that someone has gone over a boundary but not ridicule them or be abusive either. In my experience coaching and training leaders and managers as well as working with shopfloor workforce, this ability to keep in relationship, respecting people and yet still be able to discipline people is a must for a productive organisation. This is more likely to encourage loyalty and increase production as everyone experiences fairness and equanimity.
For more on Okayness take a look at our information on TA on our web site.
Wednesday 6 June 2007
Getting Buy-In to Decision Making at Work
How many times at a meeting do you leave wondering if everyone is really going to do what they say they will do?
Here is a brief outline of how to check this out with people.
1. Existence - First clearly outline the issue that has brought about the discussion. Do all parties agree that it needs discussing? If not then the discussion has to be at this level to ensure that everyone is on board with even having the discussion. Without this individuals may sabotage the process.
2. Seriousness - Once everyone agrees that the topic needs discussing then you can move on to the seriousness of the issue i.e. the importance or place it takes at the moment. At this stage, if everyone agrees that there is an issue to discuss and it is sufficiently important then you can move on, if not you will need to return to (1) to ensure that everyone agrees that an issue exists
3. Change Possibilities – Having discussed the issue you can now move on to agreeing what options there are for change. At this stage you will need to check that everyone agrees that change is possible and that there are options. Whilst people rarely say “There are no options” they may well say things like “We’ve tried this before” or “They would never allow that” or other “Yes but….. ” type answers. If this happens you will need to return to the seriousness level and ask questions to establish whether they still agree there is an issue and that it is sufficiently important to take some action about.
4. Personal Ability – This is the stage where you have to decide who will do what and by when. If someone says they will do it, but without conviction, you will need to check their level of commitment or confidence in undertaking the task. Reluctance can lead to sabotage of the process, so ensuring people really do agree to take the action and are motivated is important. If individuals are not willing or confident to take action then the previous levels will need to be returned to.
The point of this checklist is to avoid the tedious outcome where you think you have all agreed something only to find that action is not taken because everyone thought someone else was doing it, they had other priorities, they did not believe change was possible or that they had the ability to do it. Taking time at the meeting is better than waiting six months to find out that nothing has happened.
All of these levels need to considered and discussed in a non-threatening way so people to share their views.
To find out how to improve your communication sign up for our two-day Official Introduction to Transactional Analysis course, to be held on 11/12 September, 2007.
Contact Mountain Associates - www.mountain-associates.co.uk/ta101.html
Here is a brief outline of how to check this out with people.
1. Existence - First clearly outline the issue that has brought about the discussion. Do all parties agree that it needs discussing? If not then the discussion has to be at this level to ensure that everyone is on board with even having the discussion. Without this individuals may sabotage the process.
2. Seriousness - Once everyone agrees that the topic needs discussing then you can move on to the seriousness of the issue i.e. the importance or place it takes at the moment. At this stage, if everyone agrees that there is an issue to discuss and it is sufficiently important then you can move on, if not you will need to return to (1) to ensure that everyone agrees that an issue exists
3. Change Possibilities – Having discussed the issue you can now move on to agreeing what options there are for change. At this stage you will need to check that everyone agrees that change is possible and that there are options. Whilst people rarely say “There are no options” they may well say things like “We’ve tried this before” or “They would never allow that” or other “Yes but….. ” type answers. If this happens you will need to return to the seriousness level and ask questions to establish whether they still agree there is an issue and that it is sufficiently important to take some action about.
4. Personal Ability – This is the stage where you have to decide who will do what and by when. If someone says they will do it, but without conviction, you will need to check their level of commitment or confidence in undertaking the task. Reluctance can lead to sabotage of the process, so ensuring people really do agree to take the action and are motivated is important. If individuals are not willing or confident to take action then the previous levels will need to be returned to.
The point of this checklist is to avoid the tedious outcome where you think you have all agreed something only to find that action is not taken because everyone thought someone else was doing it, they had other priorities, they did not believe change was possible or that they had the ability to do it. Taking time at the meeting is better than waiting six months to find out that nothing has happened.
All of these levels need to considered and discussed in a non-threatening way so people to share their views.
To find out how to improve your communication sign up for our two-day Official Introduction to Transactional Analysis course, to be held on 11/12 September, 2007.
Contact Mountain Associates - www.mountain-associates.co.uk/ta101.html
Perception and Communication
How we perceive the world affects how we are with others, the decisions we make and how we create what happens to us.
For example, we were recently working in Russia and were taken out to a rather touristy show, some of which was dreadful, but most, interesting. There were Russian folk songs, Cossack dancing and Russian folk music, all of which I thoroughly enjoyed. On talking about the show to our host, Olga, she discussed how much this show bought up memories of her childhood. Her whole village would make the opportunity to sing and dance on the streets. Tables would be brought out and food provided by everyone for everyone. Today this does not happen and Olga was seeing the show through her own eyes and the memories it brought back to her. We, on the other hand were experiencing the performances as examples of Russian folk history and music and because we did not have any personal experiences to go back to purely saw the show in the here and now.
So, what has this to do with work? At work we are all aiming to communicate and very often it goes awry. Often this is because we all have different perceptions of the same issue and even the same experience – just like Olga and I and how we were experiencing the show. Frankie Armstrong, a singer, songwriter, author and performer said that we don’t see “with our eyes we see through our eyes”. We all bring our history, experiences, culture and expectations to the table when we communicate and problem solve. Perhaps if we accepted this fact we might we might be more tolerant and interested in how come the other person thinks or says something rather than trying to beat them over the head with what we believe or think.
Diversity enables us to co-create imaginative responses as long as we are willing to put down our prejudices and expectations and see who is before us.
How we perceive the world affects how we are with others, the decisions we make and how we create what happens to us.
For example, we were recently working in Russia and were taken out to a rather touristy show, some of which was dreadful, but most, interesting. There were Russian folk songs, Cossack dancing and Russian folk music, all of which I thoroughly enjoyed. On talking about the show to our host, Olga, she discussed how much this show bought up memories of her childhood. Her whole village would make the opportunity to sing and dance on the streets. Tables would be brought out and food provided by everyone for everyone. Today this does not happen and Olga was seeing the show through her own eyes and the memories it brought back to her. We, on the other hand were experiencing the performances as examples of Russian folk history and music and because we did not have any personal experiences to go back to purely saw the show in the here and now.
So, what has this to do with work? At work we are all aiming to communicate and very often it goes awry. Often this is because we all have different perceptions of the same issue and even the same experience – just like Olga and I and how we were experiencing the show. Frankie Armstrong, a singer, songwriter, author and performer said that we don’t see “with our eyes we see through our eyes”. We all bring our history, experiences, culture and expectations to the table when we communicate and problem solve. Perhaps if we accepted this fact we might we might be more tolerant and interested in how come the other person thinks or says something rather than trying to beat them over the head with what we believe or think.
Diversity enables us to co-create imaginative responses as long as we are willing to put down our prejudices and expectations and see who is before us.
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