Do You Know Your Principles?

Do you occasionally experience conflict in your relationships with others? If you answered “no” to that question, then I feel honored to have Your Holiness the Dalai Lama reading my blog! For the rest of us, conflict is unavoidable. For a moment, think back to a time when you were in deep conflict with someone close to you. Can you remember the circumstances? Can you remember the feeling of it? Whether or not the conflict erupted into a full-blown argument, chances are you felt something in your body during that moment of conflict. For me, it’s a feeling of tightness in the pit of my stomach. For others, it may be a constriction of the chest or the throat. Whatever that feeling is for you, it’s worth noticing it consciously because it’s your early warning system. That feeling is likely telling us that our principles are getting stepped on.

When grappling with conflict in relationship, I encourage clients to think of themselves as a country.  (This idea comes from Organizational & Relationship Systems Coaching, developed by The Center for Right Relationship.)  I’ll ask, “When people visit your country, how do you like them to behave? In your country, how are emotions expressed? In what ways do people show enthusiasm, disapproval, love, compassion, anger, fear and joy?”

When you think about it, we all have our own cultural norms. For example, some of us express fear by going inward and becoming quiet, while others are more likely to lash out. Some prefer experiencing joyful moments in solitude, while others prefer to share the experience with others. Whatever our personal preferences, when we are in relationship with others, cultures sometimes collide making it difficult to communicate effectively. And sometimes, our cultural norms are located so deeply within our internal wiring that we might not even be conscious of them. These are the operating principles by which we lead our lives, and when they are unconscious, we tend to regard them as unquestionably TRUE.

I have one client, for example, who finds it almost impossible to engage in conversation when she senses anger (her own, but especially another person’s.) The expression of anger is so threatening to her, in fact, that she pretty much shuts down completely whenever it appears. Of course, that’s a pretty common reaction to anger, but not a universal one. Some people can actually interpret the open expression of anger as a show of intimacy. In this case, and without having to psychoanalyze the origins of my client’s fears around anger, it was helpful simply to acknowledge that they exist and play out in her behavior with others. As a result, she developed an understanding of one of her operating principles:

• Principle #1: I do not engage in communication to address differences when my partner and I are expressing anger.

Now that may seem like an obvious principle to some, but think about how often people engage in angry debate ostensibly in an effort to resolve conflict. Despite how ineffective the strategy (within some cultures), people do this all the time. Of course, sometimes it’s not possible for us to discuss differences without feelings of anger surfacing. For my client, however, becoming more aware of her operating principle around anger allowed her to communicate proactively about what does and does not work… for her.

When we discussed this principle further, however, she realized that she holds yet another competing principle. That is:

• Principle #2: I do not believe in allowing significant differences to remain unresolved in my close relationships.

Many of the recurring difficulties that my client was experiencing in her close relationships related to the tension that she was feeling between these two competing principles. As a result of clearly identifying them, however, she was able to discuss them more objectively with people close to her, and to develop agreements that acknowledge those principles. One way through for her, for example, was to express her commitment always to return to conversation after emotions had cooled down. Others could understand and feel more comfortable allowing for a cooling off period once it was made clear that she would always return to the conversation later.

What I love about this way of thinking in general is that, when interacting with people who are literally from other countries, I’m often more willing to give them the benefit of the doubt. I simply assume that our cultures are different, and so I don’t as easily get upset when communication breaks down. Instead, I seek to find common ground and common language, and then work toward bridging the gap in our cultural divide. This line of thinking prompted me to wonder… What if we all treated others as if they came from another country, complete with their own unique cultural norms, behaviors and operating principles?

I'll close with a suggestion... The next time you get that uncomfortable feeling in the pit of your stomach, or in your chest or throat, ask yourself this question: What are my operating principles, and how are they being stepped on in this moment? If an answer comes to mind, ask whether you’ve communicated those principles to the people in your life.  Et voila... one step closer to world peace.

Here’s some backward thinking…

A friend of mine, named Ellen, recently asked whether I'd ever created a “backward design”. No, I hadn’t, nor did I know what it was. So Ellen explained to me that a backward design is a short description of “the impact that you would like to have had on the world by the time you die.” Hmmm, that sounded familiar. I had heard of something like this before, but it was referred to it as “writing your own obituary.” Somehow, Ellen’s definition of a backward design evoked something very different. Rather than being focused on me and how I hoped to be perceived by others (an ego-centric view of my life), the backward design was about the impact of my life… how others and the world had been influenced and changed as a result of my being here on Earth.

I was inspired to write my own backward design, which I’ll share with you here...

Mark’s Backward Design:
By the time I die, and together with a growing number of inspired and like-minded collaborators, we will have left an indelible imprint upon the world. Schools at every level and around the world will have incorporated the fundamental principles of collaboration into all that we teach our children. Teachers will recognize and acknowledge the inalienable right of students to formulate opinions, express those opinions, and make choices that align with those opinions. Students will be discouraged from entertaining notions of right and wrong, and will instead be supported in developing the skills necessary to create mutual understanding and win/win scenarios and solutions in every human interaction and endeavor. This new breed of students will have graduated into the workforce in significant numbers. Workers will have learned to rely less (if at all) on hierarchical decision making. Instead, they will have developed the practice of seeking their own council and the wisdom of others to create a shared vision upon which to take collective actions… in each case, a vision that they strive to see and understand in the same way as their peers. As a result, they will feel a deep sense of ownership for the results that they generate through their collaborative efforts. Organizational structures will adapt in ways that support the collaborative mindset. The use of power and authority will give way to a new collaborative paradigm in business, government, and community efforts. That paradigm shift will engender a profound sense of engagement in the work that people do in the world, and lead to previously unimagined levels of individual and collective creativity, resourcefulness, productivity, and fulfillment among its practitioners. The world's most intractable problems will be transformed and solutions developed through the powerful collaborative efforts of people worldwide.

And you know what? I actually inspired myself! Of course, that was exactly the point… to inspire and then focus myself on what’s most important. The great thing about sharing your backward design with others (and the world) is that then others (and the world) can offer feedback, guidance and support, specifically to help you achieve what’s most import. If others don’t know what we’re up to, they can’t help… And it’s rare (if not impossible) to achieve big results in the world without help. Amen.

This exercise prompted me to wonder… What if everyone were to write a backward design and post it for the world to see? How might that influence the course of our lives? Rather than requiring people to “reverse engineer” our intended meaning and impact, we would share it explicitly with the world, seeking out guidance and support from others. How might that change the world? I wonder…

Expectations Suck...

Have you ever noticed how assumptions and expectations suck the life out of relationships?  It doesn’t matter whether it’s at home or at work, while vacationing with family or working side by side with business colleagues, my assumptions and expectations reliably reduce heartfelt connection, and almost always lead to disappointment for everyone involved.  So why is it that we expect so much from others, and have such difficulty simply allowing people to be who they are and to make their own choices without holding them accountable for our assumptions and expectations?

What if people made a point of clearly expressing what they wanted, and then without judgment let others decide what to do?  What would that world look like?  For me, it’s almost unimaginably peaceful.

Lately, I’ve been fond of noticing my assumptions and expectations.  The problem is that I’m not always conscious about them.  I assume that people are just like me.  For example, I have a value for letting people finish their sentences, but other people sometimes don’t have that value at all.  In fact, for some people, they might interpret my behavior as disinterest.  In their “culture”, interrupting is a sign of interest.  In my “culture”, it’s a sign of disinterest if someone does interrupt me mid sentence.

What if I were to share openly my personal culture with others?  I experimented with this approach the other day at my dinner table.  I explained to my two daughters about my preference to complete my sentences without being interrupted.  We then had a conversation about our differing perspectives.  I found it interesting that, during that conversation, they both allowed me to finish my sentences.  Simply by making explicit what I prefer, they were apparently happy to comply.  It was a little thing, but also a meaningful one.  Rather than judging my daughters as rude, I simply expressed my desires and the outcome was wonderful.

We all come from different families, often hail from different lands and cultures.  This often leads to substantially different work styles, methods of communication, willingness to offer feedback, among other things.  My recent experience leads me to wonder, what if we all simply got curious about how others operate, and strived to be more transparent about our own operating principles.  How might that affect life at home, relationships at work and peace in the Middle East?  Hmmm…

Catching Employees In The Act...

The other day I found myself wondering about companies and their core values. It occurred to me that many organizations espouse values for Teamwork and Collaboration, but few in my experience actually measure the extent to which their people incorporate those values into their day-to-day interactions with colleagues.

This led me to ask, What if companies provided a means by which to “catch their employees in the act” of exemplifying the company’s core values? How would that work? I immediately began to design such a system. I imagined a simple online tool for providing feedback.

Imagine your company allocating a fixed number of “core value bucks” (CVB’s) to each employee every month. What would happen if employees were encouraged to catch each other in the act of effective collaboration, for example? If Susan volunteered to take notes at a meeting and distribute them afterward, any meeting participant could go online after the meeting to send Susan some CVB’s, along with a brief description of why she deserved to be recognized in this way.

Imagine further that this system was configurable such that:

• There was a maximum number of CVB’s that any individual could be awarded as a result of any given event. (This would avoid situations where an employee’s entire monthly allotment of CVB’s could be awarded in a single offering.)
• Recognition would have to be distributed among a minimum number of recipients. (This would help to ensure that employees are looking for exemplary behavior outside of their closest circle of friends.)
• Each month, each employee’s account would be replenished, but would never exceed a fixed maximum, e.g., 250 CVB’s. (This would essentially set up a “use ‘em or lose ‘em” account structure.)
• The system would allow anyone to generate recognition reports, listing for any given employee how many CVB’s had been offered and received by that employee… and why.

Imagine a company president or CEO recognizing employees on a monthly or quarterly basis for their specific contributions solely based upon reports generated by this online system. What if Susan was named the Collaborative Employee of the Month? How might that make her feel? What if John was named the Best Employee of the Month In Recognizing Teamwork? What message might that send to the company? Imagine how the company culture might change as a result of measuring teamwork in this way. What if this simple approach to “catching people in the act” of demonstrating company values is all that it took? Hmmm… I wonder.