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It is common to disagree with peers, friends, family members and even strangers. Normally, it is harmless banter and one gets along fine with people with a different taste in pizza or a basketball ...
Divisive topics, especially politics and religion, are by definition loaded with subjectivity and have no worldwide consensus.
This creates an inherent threat in the participant, as the m...
Different moral values make the person view the discussion as a right versus wrong or good versus evil fight, in which it is natural to make an enemy out of the other person, who is now being looke...
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There are mainly two ways to communicate within a company: synchronous and asynchronous communication. While the second type has always been widely practiced, as face-to-face meetings or any other ...
While real-time communication inside of a team might lead to solving faster some issues, it also has various disadvantages.
For instance, having your colleagues come to ask you questions to which you feel pressured to answer on the spot leads to you being continuously interrupted, which results in being less productive and feeling stressed or even getting a burnout, as you try to do everything in proper time.
When the employees are provided with control as to when they are willing to communicate with their co-workers, there are many advantages that emerge.
For instance, having the freedom to decide exactly how your working day should look like leads to more satisfied employees as well as to better communication within the team. Further benefits vary from feeling less stressed due to better planning to greater transparency and more efficient work.
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Connection-deepening activities are ones that get you focused on each other as people — and on your relationship.
Take a scenic drive to get ice cream, clean the tub together, or take a...
Appreciating the why of where your intimate partner is coming from is a powerful means of building empathy (without giving up your own opinion) and empathy is deeply intimate.
Making the effort to understand another person demonstrate a deep degree of caring even in the context of disagreement.
Surprise them by agreeing to take care of a chore you usually protest/avoid; offer to accompany them on something you usually take a pass on; or surprise them with something they care about.
Surprise generosity is a huge intimacy booster.
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For a meeting to meet this outcome, or objective, you have to be clear about what it is.
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Accept them exactly as they are.
Accept that they are unable to change, at least at this point in time. Unless you see real change — proof that this person is making an effort&nb...
Try to avoid getting into a fight-or-flight response, which inevitably leads to becoming defensive.
Let them fully state their point of view about the issue/conflict/problem without interruption. What do they feel people misunderstand about them? What do they want or expect from others?
The idea is to remain as neutral as possible. Just listening may be enough to allow someone to feel like they have the opportunity to say what’s on their mind.
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Constructive engagement involves cultivating goodwill between the parties involved.
This exercise involves members of one party sitting in a circle with the other group sitting around them. The outside group listens quietly while the inside group answers a set of questions.
After each side answered and listened, the moderator brings them together for conversations about what everyone learned. Data suggests that despite strong views, participants change their attitude toward one another for the better.
We regularly find ourselves engaging with people whose core beliefs and values differ from our own. We might want to convince them to adopt our point of view, but this can lead to unproductive conflict.
However, people who disagree passionately can be easily trained to have productive interactions.
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When you're second-guessing yourself before communicating with someone, you probably have reservations based on their past reactions.
When you do need to communicate with such people,...
You work with a variety of people and you won't always get along with everyone. Telling yourself, "I don't engage in office politics, I tell it like it is," is a flawed tactic that might just cause more trouble.
When you stick your foot in your mouth, all you can do is apologize and explain it was a genuine mistake.
Ask your contacts in any new environment.
With a clear understanding of how they work and are their organizational hierarchy, you're less likely to do something that will cause unnecessary drama or miscommunication.
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Also known as “bike-shedding" the Law of Triviality states that the amount of time spent discussing an issue in an organization is inversely proportioned to its actual importance.
The metaphor is as follows: Imagine a financial committee meeting to discuss a three-point agenda.
The committee normally ends up running through the nuclear power plant proposal in little time because it's too advanced to really get into it.
The bike shed proposal takes much longer as everyone knows what it is and has an opinion that they want to air about it.
As the committee moves on to the coffee budget, suddenly everyone is an expert. _Before anyone realizes, they spend longer discussing the £21 coffee budget than the power plant and the bike shed combined.
The simpler a topic, the more people will have an opinion about it. However, when we mostly understand a topic, we feel compelled to say something, lest we look foolish.
With any topic, we should seek out the inputs from those who have done the work to have an opinion. If we want to contribute, it should be something valuable that will improve the outcome of the decision.
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Virtue signaling means speaking or behaving in a way that’s meant to prove a person's good moral values.
If a person affirms on social media that they fully support...
Individuals can engage in virtue signaling, as can groups, companies, or governments.
Someone might even engage in virtue signaling in private, by saying things that are meant to convince themselves of their own good character.
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Not everyone enjoys small talk. It is not that they are not comfortable talking, but one-on-one, small talk remains an issue.
Small talk precedes big talk in the normal course of human af...
Anthropologist Bronisław Malinowski noted in 1923 that a great deal of talk "does not serve any purpose of communicating ideas" but "to establish bonds of personal union." He also said that small talk was merely a way to fill the silence.
He was wrong. Small talk is not just for those seeking companionship. It enacts and reinforces social roles in a whole range of social, commercial, and professional settings.
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