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Showing posts with the label Conversations

Are We Jumping To Conclusions Too Soon During An Argument?

  Wife initiates: “ I’d prefer a cat over a dog . ” Husband responds: “ But why do you hate dogs? ” “ I know what you mean! ” — Wife feels personally attacked and assumes that her husband believes his conclusion to be true; the argument escalates.  Image by Abdul on Unsplash In the above scenario, both of their conclusion behind the argument has been inaccurate. Suzanne Jolley in a Psychiatry Research investigated that such false conclusions are often decisions made based on limited data available.  Similarly, an instance presented by Patrick Freyne pointed out that today there are more number of people arguing online, which is not only unproductive, but also grown bitter. In response, a cyberpsychology expert explains that the rise of argumentativeness could be associated with the lack of visual or auditory cues which are otherwise available in face to face discussion. Lack of information such as being unable to see another person’s frown or angry voice, prevents the arguer in maki

How to approach difficult conversations at workplace?

“What are my alternatives to the conversation?” What are my counterpart’s alternatives to the conversation? Image by Master1305 on Freepik A report drawn by Hayes (2008) found that approx. 85% of US employees experience conflicts at the workplace. They spent 2.8 hours weekly figuring out ways to resolve the conflict. 25% of employees addressed conflicts through avoidance. These resulted in either personal attacks or absence from work. Based on an argument placed by  Forbes , difficult conversations are served by engaging in negative emotions. Employees will use tactics such as deceit, manipulation, blame shifting, or gaslighting when they are unable to deal with the conversation. Any conversation that is responded to with avoidance, eye-rolling, or ignorance, will often turn to internal resentment. Myatt (2012) in a report addresses that, an individual who is effective in managing difficult conversations, will not buy into others’ acts of manipulative or self-serving behavior. Such an