FBI feedback is best suited for situations where you need to address the actions or behaviour that has caused some emotions – negative or positive.
Within every conflict there’s a possibility for growth
It’s easy to be a good team player on days when everybody is happy. It takes a whole lotta more talent to be a good team player on other days, when opinions, goals and personalities clash. However, each argument, conflict and difficult situation contains a possibility to develop as a human being.
These situations feel uneasy at first. We have a tendency to avoid discomfort, fear and rejection. In addition to that, most of us have been brought up to believe one should not argue. No wonder we would like to circle around difficult topics and put out any potential conflict as fast as possible. But that is not a sustainable way of dealing with things.
Not all arguments are necessary. I want to help you to recognize the ones that are. I want to provide you with tools to withstand and endure difficult situations and deal with challenging people. What is good argument like? How can you disagree in a constructive manner? How to find the growth within the conflict?
Start with these
We ask too little questions. We don’t explore the context enough. We rush to response: “come on, don’t get all worked up about that, it was just a JOKE!”
Me kysymme aivan liian vähän kysymyksiä. Selvitämme aivan liian vähän taustatietoja. Lähdemme useimmiten suin päin vastaamaan, että ”älä nyt hyvä ihminen raivostu, sehän oli VITSI”.
Hamburger as a feedback model lets all parties off the hook too easily. At worst it gives a permission to flee the situation and not to confront the feedback at all.
These too are worth your while
We want to keep our worldview. If we’re presented with facts that argue against our core beliefs, instead of changing our core beliefs we become angry, defensive or even aggressive. This batshit-f*cking-bonkers behaviour* has a scientific name called the backfire effect. Read all about it from this brilliant comic.
* The Oatmeal’s terminology, not mine.
The Arbinger Institute, 2009
I’m right and others are mostly wrong. I’m hard-working and do things right, others are lazy and do a poor job. I cannot trust anything to others, I’ll do it better myself anyway. People simply don’t appreciate enough what I do for them. If any of these sentences is a recurrent thought in your head, read this book. Preferably right now and repeat every second year or so.