You can create more peace in every conversation you have.

Too often fault and blame about the past gets in the way of successfully resolving conflicts, especially when there is a lot of emotion involved.

Here are five tips to reduce the risk of failing in difficult discussions when you could achieve an outcome that potentially works for everybody.

 

1. Don’t Find Fault

Let go of the need to be right. It is not productive to find out who’s at fault about anything. Fault-finding and blame diminish goodwill and leads to defensive behaviours for everybody. When you are angry, your first response may be to struggle with feeling empathy. Remember you always have choice. Develop the habit of identifying and talking about your underlying needs and not the character faults of others. While it can be challenging to be a little more open about your needs, sharing vulnerability creates trust.

 

2. See the Different Stories in the Conflict

Practice appreciating your differences. It’s likely that there are many ways to see this conflict/issue. So often our underlying need is to be acknowledged, listened to and to be understood. Remember to make the distinction between your ‘story’ about the conflict and possible mistakes in your own interpretations of events. Can you describe the other person’s point of view so that you know they feel heard and understood, before you need to put your own point of view across?

 

3. Be Future Focused

It is essential that the shared focus of discussion is about where-to-from here. Drop your resentments and attachment to past hurts, wounds and things that went wrong. Many people struggle to know what they really want as an outcome, and so they would rather focus on what they don’t want. This doesn’t help you move the conversation forward, find positive solutions or resolve your complaints. In fact, it is most likely that the other person will feel criticised and feel defensive. So talk about what you want to achieve, where you can be flexible and perhaps compromise. Let go of the ‘don’t want’ list, and look out for the ‘but’s that lead to a hidden criticism.

 

4. Take Responsibility

You share this problem. You are involved in the problem, and you are involved in the solution. Avoiding talking about issues will increase tensions. So will abruptness and criticism. It is much more useful to make repairs for your own actions than to focus on the other person should have done. Take responsibility for what you have contributed to the issues involved, whether it was your actions, or perhaps even inactions.

 

5. Try to Genuinely Forgive the Other Person

When you observe a negative characteristic in the other person’s actions, try to genuinely see that negative quality in yourself.
When you observe a positive characteristic in your actions, try to genuinely see that very same positive characteristic in the other person.

There needs to be a genuine decision to forgive the other person. This doesn’t mean your emotions will catch up immediately with your thinking, and you my still have to manage some difficult feelings and keep on working on your forgiveness skills. However, forgiveness goes both ways, so you can also let go of your feelings of guilt.

Navigating Family Relationships and Business Challenges: 6 Signs It’s Time for Coaching

Managing the different stresses, strains and perceptions between personal relationships and business partnerships in a family (or value-driven) business can be challenging. It is not uncommon to find yourself stumbling through difficult times trying to clarify...

The Skills of Conflict Confidence© – Manage Difficult Emotions

We must address our discomfort with difficult emotions like anger, envy, resentment and revenge to effectively manage conflict. We create trouble by lacking the skills· ... to confront with patience, insight and imagination the many problems that we face in our...

How much Rudeness is Tolerated in Your Workplace?

Is unnecessary rudeness tolerated in your workplace? Have you ever been shouted at during a meeting? Repeatedly been ignored, interrupted or criticised by a colleague? Had your opinions or concerns brushed off or dismissed because of your gender, status or work role?...

The First 3 Minutes of Difficult Conversations Predict the Outcome

The likelihood of a difficult conversation ending in an escalating argument, or finding a reasonable resolution and compromise, all depends on how you start. When there's potential for tension and heightened emotions, research shows what you do in the first 3 minutes...

Keeping Your Cool this Christmas!

The pressures at the end of the year can be overwhelming and can lead to increased stress, heightened emotions and lots of potential for relationship conflicts over the festive period. And then there’s that ONE DAY where you feel you need to get everything right. Or...

Could Conflict Coaching Help You Improve Your Relationships?

What is Conflict Coaching? In our increasingly diverse world, with different views, personalities, communication styles and expectations, conflicts are more likely. Conflict coaching is a confidential way to increase your self-awareness, gain insight into the...

Confident Conflict Conversations: ‘It Never Gets Easier, You Just Get Better’

How do you initiate conversations that make you uncomfortable and vulnerable?   When you’re hesitant to talk about conflict, it can be tempting to avoid the issue altogether, but that can have disastrous results.    As I leave my gym there’s a sign that...

First Principles of Conflict Confidence©: Conflict is a skill, Not an Emotion

Many years ago, sadly, I was very adept at being caught up in unpleasant conflicts – and it was a mystery to me how I got there!   After one particularly stupid experience I decided this must end. And so, my passion was ignited for untangling what really works to...

You Mainly Feel the Way You Think

“Much of what we call emotion is nothing more or lessthan a certain kind – a biased, prejudiced, or strongly evaluative – kind of thought.”Albert Ellis. Albert Ellis was an American psychologist and academic who in the 1960s proposed there are twelve [12] irrational...

COVID Frustrations & Harassment of Frontline Workers

Despite how intelligent or sensible we think we are, we’re all a little irrational. This is especially true in conflict or stressful situations. Some people have irrational beliefs that amplify their reactive emotions. This leads to difficult behaviours, angry...