Gretta PerlmutterHostI can imagine for some of your listeners, even just us talking about it, you might start to... feel really uncomfortable.
And there are some really good biological explanations that suggest that the way that we instinctively react to what we anticipate will be a difficult conversation is the same as to a physical threat.
And there are, of course, techniques that we can use to cope better in that immediate moment.
But I think there are also really big psychological things going on for us as well, which is at a moment of tension, which I think it's really important that we remember is not the same as conflict, which is not the same as disagreement, we do tend to Freeze up and then start to... extrapolate what we think might be about to happen, and then start to feel all of those emotions, all the possible negative emotions that might flow from that.
It is basically as though there is this chain reaction happening very quickly inside of us that says, I am about to be in a big fight, or I'm about to be in a really uncomfortable place.
And it is very, very, very often true that a feeling, especially the feeling of another person, is much more important than a fact.
Can you share what this is and how it shows up in boardrooms and our everyday relationships? Oh my gosh, of course.
So in the book, and by the way, the very first chapter of the book, How Change Really Works, this is how much we care about it.
The basic way that I think about that is, have we made a contract, set a clear set of expectations, or made a good set of promises to one another? And so let me talk about the opposite for a second.
I can imagine for some of your listeners, even just us talking about it, you might start to... feel really uncomfortable.
And there are some really good biological explanations that suggest that the way that we instinctively react to what we anticipate will be a difficult conversation is the same as to a physical threat.
And there are, of course, techniques that we can use to cope better in that immediate moment.
But I think there are also really big psychological things going on for us as well, which is at a moment of tension, which I think it's really important that we remember is not the same as conflict, which is not the same as disagreement, we do tend to Freeze up and then start to... extrapolate what we think might be about to happen, and then start to feel all of those emotions, all the possible negative emotions that might flow from that.
It is basically as though there is this chain reaction happening very quickly inside of us that says, I am about to be in a big fight, or I'm about to be in a really uncomfortable place.
And it is very, very, very often true that a feeling, especially the feeling of another person, is much more important than a fact.
Can you share what this is and how it shows up in boardrooms and our everyday relationships? Oh my gosh, of course.
So in the book, and by the way, the very first chapter of the book, How Change Really Works, this is how much we care about it.
The basic way that I think about that is, have we made a contract, set a clear set of expectations, or made a good set of promises to one another? And so let me talk about the opposite for a second.
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