آخر تحديث - 19 ديسمبر 2020
First, as a speaker, ask your listeners, “What have you heard” or “What are you going to do with this conversation?” When an agreement is reached, you ask, “Who is going to do what until when?” Another way to ask is “what steps are you going to take as a result of this meeting?” If you feel discomfort or tension, you give your listeners permission to give honest feedback. You might also ask, “Is there anything you want to tell me that I don`t want to hear?” or “Are there elephants in the room that we need to talk about?” Communication breakdowns in agreements are so frequent that one would expect it. I do not think it is due to an erroneous attempt to understand or be understood. Most people desperately want to be understood even more than they want to agree. Similarly, as speakers, we can create the same “prison of prejudice” assuming that our listeners understand us perfectly. They would think that if we have known people at work for a long time, our communication with them could be better. But so often, this familiarity can make it worse. It is increasingly clear that everyone during the session received the same meaning from the speaker`s message. You may think you`re communicating with a point pencil, but for your colleague, it may look like a bucket of random paint. If we assume that other people know what we think and what we expect of them, we do them a real disservice. Assuming we were aware of what we wanted, we would blame them if things do not go as planned. The reward of an organization that practices active listening and speaking around chords is very lively.
A team synchronized with all members is a team capable of working with optimal strength. Fourth, clean up broken chords: no one is perfect, and sometimes you find yourself in a situation that prevents you from complying with your agreement. If this happens, take responsibility and make no apologies. If the agreements are broken, this can be an opportunity to re-engage in the team and ask the parties involved how you can do it properly. Try to find out all the underlying problems that contributed to the reason you broke the agreement. This will help you stay on track. Our lives are animated by the multitude of agreements we make every day. But what we often don`t see is that some of these agreements are conscious, but many of them are unconscious. Conscious diversity is spoken or written. Unconscious agreements are unchallenged, but they are often just as powerful to us, even if we may not even be aware of them. I sometimes call it “the hypnosis of youth,” the things we learn early on, that become our opinion on how the world should work and how to play the game of life.