Assertive Communication Tools for Talking When Stakes are High

1. Assertive CommunicationTools for Talking When Stakes are High Debra Disney, MSEd, LCPC Counselor (309) 671-5177 ddisney@methodistcol.edu Office 606

2. Participants will be able to: Objectives Compare and contrast pros and cons of 4 different styles of communication (Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive) Identify Non-Violent Communication as a form of assertive communication Create assertive responses to various case studies Define and give examples of “Crucial Conversations” Formulate a plan to prepare for a Crucial Conversation (Before a CC; During a CC; After a CC)

3. Four Communication Styles • Passive • Hostile-Aggressive • Manipulative-Aggressive • Assertive

4. Communication Styles

5. Communication Styles • Case Study • At 4:00, you are approached by a coworker who asks you to finish a project he has started. • He needs to leave early. • You realize that the project can’t possibly get finished by 5:00, the time you usually leave work. • You have already made plans to meet an old friend for dinner.

6. Communication Styles • Possible Responses: • Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • “Sure, I’ll finish it for you.” And you do, even though you have to stay until 7:00. • Why would a person respond passively? • Scared to say “no” or has no practice saying “no.” • Doesn’t think their needs are as important as others’ needs. • Doesn’t want anyone to be mad at them. • Maybe has been raised to believe you always have to help others.

7. Communication Styles Consequences to responding passively? • You have ignored your own needs to satisfy the needs of another. • You miss your dinner date and let down your friend. • You might feel frustrated, bitter, annoyed, or victimized. • You don’t feel great about the situation, but you keep telling yourself • you have done the “right thing.” • Maybe another “brick” has been added to the wall of resentment.

8. Communication Styles • Possible Responses: • Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • “Why should I help YOU out? I have my own plans for the • evening.” And you walk away. • Why would a person respond in a hostile-aggressive manner? • Maybe you think your needs are more important than the needs of others • Maybe you already have a bad relationship with the other person. • Maybe you are already feeling a great deal of stress.

9. Communication Styles Consequences to responding in a hostile-aggressive manner? • You get your needs met, but you have been a bully, • implying that the needs of others are not important. • The other person feels uncomfortable, angry, or embarrassed. • The relationship is damaged. • That person may never ask you for a favor again, but you also will • probably never be able to ask him for a favor either. • Maybe another “brick” has been added to the wall of resentment.

10. Communication Styles • Possible Responses: • Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • “Sure, I’ll finish it for you.” And you work on his project until 5:00 and then leave to meet your friend. Your coworker’s project isn’t finished, but then that’s not YOUR problem. You’ll just explain to him tomorrow that you did all you possibly could. He could get into trouble, but it WAS his ultimate responsibility. • Why would a person respond in a manipulative-aggressive manner? • You are afraid to say no, but you still think your needs are more important.

11. Communication Styles Consequences to a manipulative-aggressive response? • You appeared to be passive and compliant, but you end up being • the aggressor. • You have not helped your coworker. In fact, he might get into trouble. • You have not been honest about your own needs. • You will be viewed as a wolf in sheep’s clothing – not trustworthy.

12. Communication Styles Possible Responses: Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • 4) “I have a previous engagement. I’m sorry I can’t help. I need to honor my previous commitment. In the future, if you ask me with some advance warning, I’d be more able to help. • Why would a person respond in an assertive manner? • You respect that the feelings/needs of the other are important, • yet you also honor your own feelings/needs.

13. Communication Styles • Consequences of an assertive response? • You have established clear boundaries between yourself and others. • You feel good about yourself because you have been honest and direct. • You made your needs known in a respectful way. • You have maintained a positive relationship with your coworker. • You seem trustworthy to those around you.

14. Communication Styles • Advantages to Assertive Communication: • Generates mutual respect and trust • Facilitates collaboration • Maintains the relationship and feelings of SAFETY • Contributes to self-esteem • Possible Disadvantages: • Takes time • Requires risk • Requires skill and practice

15. “Communicating with Compassion”This is one model of ASSERTIVE communication www.cnvc.orgCenter for Non-violent Communication

16. Communicating with Compassionwww.cnvc.org A Brief History • Marshall Rosenberg, PhD • Witnessed a need for better communication • Jewish boy raised in a Catholic neighborhood in the 60’s • Racial equality • Women’s rights • Developed this model and taught it • To nations who were at war • to Fortune 500 companies • to school districts • to families

17. 2 parts and 4 components to this model • Empathetically listening: • observations • feelings • needs • requests • Honestly expressing: • observations • feelings • needs • requests (c) 2005 by Center for Nonviolent Communication Website: www.cnvc.org

18. NVC – a form of assertive communication • Observation: • I have a previous engagement. • Feeling: • I’m sorry I can’t help. • Need: • I need to honor my previous commitment. • Request: • In the future, if you ask me with some • advance warning, I’d be more able to help.

19. NVC – a form of assertive communication Practice Scenarios • Word has gotten back to you that someone you work with has been gossiping about you to others. This is not the first time this has happened. However, you have never raised the issue directly with this person in the past. You have finally decided to address the situation. • Give examples of a response for each of the 4 communication styles: • Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • Assertive might include: Observation, Feeling, Need, Request

20. Some “Feeling” Words Some “Needs” Afraid Angry Annoyed Confused Frustrated Hurt Betrayed Tired Disconnected Devastated Miserable Sad Guilty Tense Nervous Respect Acceptance Communication Inclusion Contribution Understanding Trust

21. NVC – a form of assertive communication Practice Scenarios • Observation: I have heard that you said _____ about me. • Feeling: I feel ____ (hurt, betrayed, angry) • Need: I need to know that I can trust the people I work with. • Request: I’m asking you to treat me the way you would want to • be treated - with respect.

22. NVC – a form of assertive communication Practice Scenarios • You are working on a group project with 3 of your peers. You have found out that the other 3 have been meeting without you. In addition, they have been submitting parts of the project to the supervisor without your approval. • Give examples of a response for each of the 4 communication styles: • Passive; Hostile-Aggressive; Manipulative-Aggressive; Assertive • Assertive might include: Observation, Feeling, Need, Request

23. Some “Feeling” Words Some “Needs” Afraid Angry Annoyed Confused Frustrated Hurt Betrayed Tired Disconnected Devastated Miserable Sad Guilty Tense Respect Acceptance Communication Inclusion Contribution Understanding Trust

24. NVC – a form of assertive communication Practice Scenarios • Observation: The group met without me in attendance yesterday. • Feeling: I feel ____ (hurt, betrayed, angry, confused) • Need: I need to be a contributing member. • Request: I would consider it a sign of respect if you would include me • in future meetings.

25. NVC – a form of assertive communication Attending to Both Sides of the Conversation There are times where you may need to attend to both sides of the conversation, first in listening mode, and then in expressing mode. Once the other person knows that you understand his/her feelings/needs/requests they might be more ready to hear YOUR feelings/needs/requests.

26. NVC – a form of assertive communication Attending to Both Sides of the Conversation After being in LISTENING MODE, be sure to check in and make sure you got it right . “Am I understanding correctly?” Then move into the mode of “honestly expressing” your own feelings/needs/requests.

27. What is a Crucial Conversation? • A discussion between two or more people • stakes are high • opinions vary • emotions run strong Can you think of everyday situations (at home, school, hospital) that could become crucial conversations?

28. Crucial Conversations • Topics that could easily turn into crucial conversations: • Ending a relationship • Talking to a coworker who behaves offensively or makes suggestive comments • Giving the boss feedback about his/her behavior • Approaching a boss who is breaking his/her own safety or quality policies • Critiquing a colleague’s work • Asking a roommate to move out • Resolving custody or visitation issues with an ex-spouse • Dealing with a rebellious teen • Talking to a team member who is not keeping commitments • Discussing problems with sexual intimacy • Confronting a loved one about a substance abuse problem • Talking to a colleague who is hoarding information or resources • Giving an unfavorable performance review • Asking in-laws to quit interfering • Talking to a coworker about a personal hygiene problem

29. Crucial Conversations by Kerry Patterson

30. Crucial Conversations When we face Crucial Conversations what can we do? • 1. Face the crucial conversations and handle them well • Potential to enhance careers, communities, • relationships, personal health • 2. Violence/Silence (Fight/Flight)

31. Crucial Conversations handout Briefly describe a situation (current, past, or future) that meets the description for a Crucial Conversation. (This is for your eyes only.)

32. Groundwork Before the Crucial Conversation 1. Start with the Heart

33. Groundwork Before Starting • 1a. KNOW YOURSELF Be aware of possiblesigns within yourself • Physical signs – perhaps your stomach gets tight; heart starts racing • Emotional signs – you might realize you are scared, hurt, angry • Behavioral signs • your voice is raised? • your finger is pointing? • you get very quiet?

34. Groundwork Before Starting • 1b. What do you really want? • Strive for a pure motive. • What do I want? (for yourself, others, and the relationship) • How would I behave if I really wanted these results? • Be aware of behavior that could really lead to NOT getting these results, and avoid that behavior.

35. Groundwork Before Starting • 1c. What do you really NOT want? • What are you afraid will happen to you if you back away • from your current strategy of trying to win? • What are you afraid will happen to you if you back away • from your current strategy of trying to stay safe? • What bad thing will happen if you stop pushing so hard? • What bad thing will happen if you do not try to escape?

36. Groundwork Before Starting • 1d. Is there a way to both get what you want • AND NOT get what you do not want? • Keep this as your focus.

37. 1e. Master the Stories Event Tell a Happens Story Feel Act • Feelings do not just happen, and others cannot MAKE us feel something. We are responsible for our own feelings. • An event occurs. • We tell ourselves a story about it, to help us make sense of the world. • Victim story – “It’s not my fault.” • Villain Story – “It’s all your fault.” • Helpless Story – “There is nothing else I can do.” • A feeling arises • We either react to the story or we can choose to tell ourselves a • different story.

38. Groundwork Before Starting • Master the Stories • What is the worst and most hurtful way I can take this? (leads to defensiveness) • vs • Why would a reasonable, rational, and decent person think, feel, or act this way? (leads to curiosity)

39. During the Crucial Conversation

40. During the Crucial Conversation • 2. Make it safe • The other person will relax and can absorb what • you are saying • The first 30 seconds can set the course for the rest of the conversation • Refrain from diving into the content immediately • First show that you care about the other and their interests. Their defenses drop and they listen to you. People tend to get defensive because of why they think you are saying what you are saying (your intent) rather than because of the content of what you are saying.

41. During the Crucial Conversation Making it Safe • 2a. Mutual Respect – the other person needs to know that you care about them. • 2b. Mutual Purpose – the other person needs to know that you care about their best interests and goals

42. During the Crucial Conversation • 2c. Notice When Safety is at Risk • When safety breaks down, silence or violence can follow. • Pay attention to early warning signs • Watch your actions/emotions • Watch the actions/emotions of the other person • Be willing to take a 20-minute break • for physiology to return to normal

43. During the Crucial Conversation • Re-establishing Safety • 2d. Apologize when appropriate • 2e. Contrasting (don’t/do statement to fix misunderstanding) • The don’t part: “The last thing I wanted to do was communicate that I do not value your work.” • The do part: “Your contribution to this team is important.”

44. 3. Communicate Assertively • Whether you are in Listening Mode or Expressing Mode • Observation • Might include describing the gap between what you expected and what happened. State the facts, not your version of the “story.” • Feeling • Need • Request • When in listening mode, remember to check in and ask • whether you got it right. During the Crucial Conversation

45. After the Crucial Conversation • 4. Move to Action • WHO • does WHAT • by WHEN and • HOW will you follow-up?

46. I went to his door, but he said he wasn’t the mean guy, the mean guy lived in that house over there. People were always talking about how mean this guy was who lived on our block. So I decided to go see for myself. ‘No, you stupid idiot,’ I said, ‘that’s my house.’

47. Crucial Conversations • Additional Tips for Assertive Communication • Try not to take what they are saying personally. • Separate your feelings about the speaker from the message. If you are listening to someone you dislike, you may feel negative about the content of the message even before you have heard the full message. • Let the speaker know you are paying attention. • Make eye contact • Lean forward toward the speaker • Make brief verbal responses, such as “mm-hm”

48. Crucial Conversations Practice Remember: Safety First Safety During Safety After

49. Crucial Conversations Practice with Personal Experience How would you describe a “peaceful resolution?” • You believe that your feelings/needs/requests were • heard and respected. • You heard and respected the feelings/needs/requests • of the other. • You both felt SAFE, so the relationship is enhanced. • You tried to find a win/win solution, but if not, at least the • relationship did not suffer.

50. Crucial Conversations • Summary • Of the 4 main communication styles, assertive communication tends to help to build and maintain productive, mutually satisfying relationships. • The key techniques for assertive communication: • Making it safe for all involved • Attending to feelings, needs, requests of both you and the other • Using “I” statements • Take breaks if your physiology is moving toward fight/flight • Success takes practice! Don’t give up. It is worth the effort.