|
The following excellent information both below and on the
right is from one of my favorite sites, www.coping.org. This site has been updating and improving continually and I believe
it is invaluable for the self helper! Click here to visit the source page! I thank them for being so generous as to allow non profits to share their information with others!


Handling Irritations
How is anger different from irritation?
| Things that make me angry: |
Irritations: |
| are
violations of my rights and of major consequence to me. |
are
violations of my rights, but to a lesser degree and of minor consequence to me. |
| are
often done by those close to me, i.e., members of my family, my co-workers, friends or neighbors. |
are
usually done by those not in a less significant relationship with me, i.e., clerks, taxi drivers, waitresses, customers. |
|
have
their roots in old scripts, past feelings of hurt and rejection. |
arise
on the spur of the moment, spontaneously. |
| require
that I be assertive, often requiring repeated efforts at self-assertion. |
are
acts that are best handled by being assertive on the spot. |
| are
things that I've tried to ignore, but they don't go away; they take a great deal of my energy and effort to resolve. |
are
uncomfortable, but can be handled with a minor amount of energy and effort. |
| are
often the result of the frustrations of facing chronic irritations. |
are
often others' habits that happen to grate on my nerves. |
| arouse
my emotions regardless of my mood and these violations can't be ignored. |
are
more a result of my of my mood; i.e., today I might not be bothered, but tomorrow, if I'm tired, hungry, or depressed, I might get upset. |

How do I feel when I'm faced with an
irritation?
When irritated, I experience any or all of the following:
What do I usually do when I am faced with an irritation?
When irritated,
I do any or all of the following:

Why do I avoid direct action in handling irritations?
I usually don't take direct action
when I:
-
am embarrassed to admit that I'm irritated.
-
don't want to embarrass those causing the irritation.
-
feel it would be better to drop it;
make no big deal over it.
-
fear an argument or a fight will come of it.
-
fear confrontation.
-
believe I deserve what happened.
-
believe that it was my fault.
-
am out of touch with my feelings.
-
can't decide how I should feel: angry or compassionate.
-
am busy "looking good'' for others.
-
become confused and can no longer think clearly.
-
experience a shut-down of creative
juices.
-
cannot rapidly problem-solve myself out
of the situation.

Why do I overreact to irritations?
I overreact to an irritation
when I:
-
have been irritated by this same thing so many times. Can't anyone ever learn?
-
misread the situation
and take it personally.
-
am in a bad mood,
either exhausted, overworked, or depressed and feeling sorry for myself.
-
have had it; this
is just one too many irritations for one day.
-
want to get revenge for the negative attitude of those involved.
-
am reminded by
the person involved of someone whom I despise.
-
displace my anger on the irritating person instead of finding the real culprit.
-
feel that my requests
to stop this behavior have gone ignored.
-
initially reacted
passively, then realized how I am being taken advantage of.
-
feel confused and out of control.
-
begin to feel that
this irritation is part of a plot to drive me crazy, or make me fail, or lose.

What irrational thinking is involved in my response to irritations?
For no reaction to irritations:
-
I must always look
good to others.
-
It is bad to take
my anger out on others.
-
What would others
think if I got mad?
-
There is no sense
in getting upset.
-
Why let a little
thing like this get to me?
-
It doesn't pay
to let others know when their behavior bothers me.
-
I always end up
a loser when I let others know what irritates me.
-
It's important for people to see me as "free and easy'' and "laid back.''
-
No one cares how I feel anyway.
- What good does
it do to let others know my reactions?
-
If I show my feelings about this, then they will always know how to get to me.
For overreaction to irritations:
-
Everyone is out
to get me.
-
Little things add
up to big problems.
-
I have always been
taken advantage of in my life.
-
Why can't I be
a winner at least once.
-
It's more important to ventilate my anger than to get an ulcer.
-
It doesn't matter
who gets the brunt of my anger as long as I feel good afterwards.
-
I'll never allow
anyone to "put one over'' on me.
-
I have to be on
the alert; I might be taken advantage of again.
-
No one will ever irritate me like that again.
-
Things like this
have a way of messing up my life.

Actions I can take to handle irritations
in the future
First: Specify the problem
1. Identify exactly when I get irritated.
2. Identify the feelings I experience.
3. Identify the behavior or circumstance that creates irritation
for me.
4. Identify what in my past history is similar to this experience.
5. Identify each element of the irritation. Am
I:
6. How much power have I given this situation? Does it affect my thinking? Emotions? Behaviors?
7. What it is about the situation, those involved and the circumstances that I give them
so much "power'' over me.
8. What irrational thinking am I going thru as I try to deal with the irritation?
Second: Defuse the moment
1. Slow down in my responses. Take time to complete the problem analysis above before I
react.
2.
Ventilate my anger, either on my own in my head, or in a place away from the cause of the irritation. Allow
myself to experience the anger ventilation. Try not to ventilate it on another person. Don't be explosive.
3. Script an assertive response to the irritation. Let
others know I am angry, hurt, or offended by their behavior. List the corrective action I would like to see happen.
Third: Take assertive action
1. Once
I've exhausted my explosive anger, temper and emotional response, I'm ready to confront the source of my irritation in an
assertive style. I would then:
Openly state that:
or
and
so
2. Address the source of irritation openly with clarity of speech and expression.
3.
Admit my humanness in that I'm fallible and subject to negative emotions when things don't go the "way they're supposed to.''
4. Invite the source of the irritation to brainstorm
solutions with me. Decide on a "win-win'' solution.
5. Take control of my reactions so that the source of irritation
isn't given the power to intimidate, bully, or threaten me so that I eventually back down from resolving the irritating circumstance.
6. Give myself permission to pursue the confrontation until I feel resolution and closure.
Fourth: Take action again
Once I've confronted an irritation
openly I will:
-
be able to handle
similar irritations in the future.
-
believe in my power to control my response to irritations.
-
face irritations assertively, better prepared to deal with negative situations.
-
rehearse and visualize
myself being successful in handling irritation in the future.
-
continue anger work-outs to openly ventilate my anger in a healthy way and defuse future irritation.
end of information from www.coping.org
visit their website! it's well worth your time!



Is your
relationship a celebration of life? by Dr. Issam Kadamani
Relationships are a part of
our lives from the time we're born. We enter into a relationship with our parents, our siblings, friends, workers, spouses and so on. Relationships are the connection we have with other people – they can nourish and nurture us. They can be a celebration of life.
However, as we grow older,
relationships seem to be a source of disappointment and dissatisfaction. It's true to say that many relationships are out of balance and are at risk, but many of these relationships can be long-lasting and even happy. What really matters in these relationships is the degree of imbalance.
The greater the imbalance,
the more unhappiness will result and this can end in a permanent breakdown of the relationship.
Success in relationships comes from both people – it's a matter of wanting the relationship to work and learning the skills
necessary to foster healthy relationships. We need to begin by being flexible and understanding of each other's individuality. We need to be able to enjoy our partner's expression of his/her individuality without feeling threatened.
It's also necessary to look
at the level of dependence and independence in the relationship. We need to have common interests and goals, but also need to be able to spend time away from our partner, focusing on our own needs.
Further to these points is
understanding that any hurt we feel and any unresolved feelings we are holding onto can have a long-lasting physical, mental or emotional effect upon us. Therefore we need to be able to express not just our thoughts, beliefs and ideas, but to go further to express our true innermost feelings.
We can only express our true
feelings through honest and open communication. Communication is the oxygen that feeds our relationships.
How can we communicate effectively to reach the level of understanding and harmony we want in our relationships? Where there is a dispute or conflict in a relationship, we need to take a few simple steps to overcome the problem.
These steps are:
- Accept the conflict without shame or pretending it isn't there. Remember that conflict is normal. Don't be alarmed by the differences that arise from time to time.
- Try to find out what the situation means to your partner. How
does he/she feel about it and why?
- Ask yourself honestly why you're annoyed or irritated by the conflict or argument.
- Adopt a problem-solving approach to the situation, on the basis
of your mutual acceptance and understanding. Ask yourself what can be done to work things out.
- Agree on the next step for taking care of the situation. Get busy on it together, as soon as possible.
- Do what you can to help the other partner to feel stronger,
to feel your love, no matter what.
- Be patient. Be willing to take a little time for the solving of your difficulties.
- When the whole situation gets beyond you, get some competent counseling help.
The family and our community
are the life-sustaining forces in our world and we must be an active and contributing member to both, to achieve a balanced and worthwhile life.
Once there is love in our hearts, there's no longer, fear or pain or loss. We can live life to the fullest, in vibrancy, good health, joy and fulfillment. The question we have to ask ourselves is what do I want from my life? How much am I willing to put in, to make my relationship
work?
Learn
the necessary communication skills to understand each other's needs, desires and to set goals for the relationship – to bolster it, so that your relationship is truly a celebration of life!
Dr. Issam Kadamani is the Principal of Melbourne's International College of Meditation and
Healing.



Make Sure The Problem is Really Worth Solving
As the saying goes, "There
are problems and then there are problems." No matter how irritating or frustrating you may find a particular employee's behavior, that behavior you dislike may or may not be a problem for the business.
Changing an employee's behavior takes time and effort and costs the business. Some behaviors you personally dislike may not be worth changing simply because they don't have a significant impact on the bottom line results of the business.
Many managers, to their
ultimate regret, have created more problems for the business than they solved by focusing on behavior quirks of employees that, while personally irritating to the manager, caused little if any problem for bottom-line performance.
We've seen managers get
involved in morale and performance -destroying confrontations with good employees over such issues as hair length, dress codes,
the arrangement of office furniture and a host of other issues that, in fact, had little to do with performance.
While in some jobs hair
length and dress may have an impact on performance, in many occupations such matters are irrelevant. Just make sure you focus
on results when deciding if a “problem” is really a "problem."
Thomas
Gilbert, in his book Human Competence: Engineering Worthy Performance, tells the following story of a budding entrepreneur
who succumbed to the trap of focusing on a problem with employee behavior that turned out not to be a problem at all.
The story, which Gilbert
maintains is true and only slightly embellished, concerns one Barton Hogg, who had secured a military contract to salvage
lead from spent bullets on a Fort Jackson firing range. Hogg anticipated extracting over $100,000 of lead by employing
day laborers to sift through the sand on the firing range.
He had even worked out the
most efficient method for shoveling the sand into hardware-cloth boxes, sifting out the spent bullets and dumping them into
milk pails. Hogg's first group of 60 laborers worked out well. They followed his instructions to the letter and soon were
working at an organized and steady pace.
It was Hogg's second group
of 50 college students that gave him problems. Gilbert described the scene as follows: "The truck (carrying
the students arrived annoyingly late and the platoon poured off in shouting disarray.) ...They listened to Hogg's instructions with the same blank inattention they'd learned to give their professors and they followed his instructions just as poorly. ...
Soon the shovels were discarded
and they were scraping the sieves directly into the sand. Jokes and ribaldry poured out faster than the lead." Hogg tried
shouting at the students to follow his instructions. He appealed to their sense of responsibility. He did everything he could think of to get them to follow his carefully worked out instructions for performing the job they'd been hired to perform.
All of his efforts were to no avail.
The students simply wouldn't listen. Finally, angry at their inattention and irresponsibility, Hogg fired every single student. It was only later as he collected and counted the lead the students had collected that
he realized his mistake.
The students had actually
collected nearly 3 times the lead per labor hour as had the cadenced work force. Try as he might, Hogg couldn't get the student
crew - the really productive crew - to return to work. Eventually, Hogg lost his contract and spent the rest of his life working
in an assembly plant.
How do you ensure that a problem is really worth solving? How do you make sure that what you think is a problem is really a problem? Here are some questions to ask to determine if a problem is worth solving as suggested by Robert F. Mager and Peter Pipe in their book Analyzing Performance Problems.
1. Does the problem behavior cost the company money either directly (such as when an employee gives a customer the wrong change) or indirectly (such as excessive use of supplies or raw materials)? Calculate exactly
how much you think the problem behavior is costing the company per year.
2. Does the problem behavior result in people wasting time because it results in materials shortages, lateness,
slow service, or defective work that has to be redone? If time is lost, calculate how much time would be lost in a year and what that loss in time costs
the company.
3. Does the problem behavior result
in waste or scrap? What's the value of that waste or scrap?
4. Does the problem
behavior result in damage to equipment? If so, what's the cost of that damage in repairs or replacement of the equipment?
5. Is there a loss in production as a result of the behavior?
If so, what's the support of that lost production?
6. Does quality
suffer as a result of the behavior? If so, what's the cost of that loss in quality (in
rework, scrap, lost orders, warranty costs, etc.)?
7. Will the problem contribute to an increase in insurance costs as, i.e., an increase in insurance premiums due
to accidents? What's that cost?
8. Could
the behavior result in an increase in accidents or injury on the job? What would be the costs associated with that increase
in lost work time, hospital stays, damaged equipment, etc.?
9.
Could the behavior result in lost business? If so, what's the estimated value of the business that could be lost?
10. Does the
behavior result in duplication of effort? i.e., do extra quality checks have to be performed or does it result in 2 people
having to do the work one should be able to perform? What's the cost of that duplication?
11.
Does the behavior result in the need for extra supervision or increased administrative support? What's the cost of that extra supervision or support?



How To Work With Just About Anyone
This article is based on
the following book: How to Work with Just About Anyone "A Three-step Solution For Getting Difficult People To Change" By Lucy
GillPublished by Fireside/ Simon and Schuster 1999 ISBN 0-684-85527-5 206 pages
"I just
can't seem to get along with this person!"
Every office has that one difficult
person to work with, who affects productivity due to a terrible attitude, chronic tardiness, or simply drives everyone else up the wall. Here's the answer to common problems in conflict management. Dealing with negative behavior, whether at work or at home, can be solved with 3 steps:
1. Get to the heart of the matter.
2. Determine what problem-solving methods to avoid so you don't perpetuate the conflict.
3. Choose
a different, surprising approach to solve the problem and keep it solved.
Finally,
here's your key to some peace and sanity in the workplace, drawn from 40 years of research and professional experience in consulting on the prevention
and management of nonproductive behavior.
How difficult behavior is reinforced:
People use the same solution that never brings new results. The answer is to try
something radically different. Employ a totally new approach and choose your response carefully.
Why we fail to change negative behavior:
1. We're caught in the web of our own
logic.
2. We don't realize we're doing the same things over and over.
3. We can't think of anything better to try.
This 3 question formula can lead you to a new strategy:
1. What is the primary problem? Be specific. How exactly does it affect productivity?
2. What have you been doing about your problem so far? Identify the logic of your favorite solution.
3. What do you need to do instead? You need to undo what your ineffective solution did. Attack with a brand new set of weapons.
Focus
on the facts. Figure out what the heart of the matter is:
1. List all the issues affecting you.
2.
Decide which issue or who in particular is bothering you the most.
3. Encircle
the issue or person's name on your list.
4. Focus
on what you circled. List all the things that bother you about this person.
5.
Now pick the problem to work on. If you could only fix one item on the list and had to live with all the others,
what would you choose?
6. Then
with the particular problem chosen, spell out specifically: Who is doing what that presents a problem, to whom and how is
this behavior a problem?
The 4 ways to get bogged down in "whys" and therefore confused by superfluous issues:
1. Focusing
on possible reasons for someone's behavior
2. Speculating about what the person is up to
3. Labeling behavior instead
of describing it
4. Worrying about who is right or wrong
Use reverse psychology!
1. Do something unexpected. Sometimes shock tactics or being
brutally honest works.
2. Encourage the person to keep doing what it is that's irritating behavior. It's strange but encouraging people to continue their irritating behavior gets them to stop it.
3.
Have fun experimenting with your new approaches!
4. Tell
someone not to change what he's doing.
5.
Create consequences or let the natural consequences of his negative behavior occur.
2.
In the face of constant criticism, silently take note of what's being said, then read the notes back –
instead of actively defending each point.
3.
Make statements ("Unless it creates a problem for you, I'm going to do X")
4.
Give a specific compliment to the other party in a conflict. ("I like the way you presented your report – your lineup of facts made it easy
to follow") It catches them off-guard and makes him/her less defensive.
5. Excuse
yourself for a minute in the midst of a heated discussion to go to the toilet instead of escalating the argument.
6. Hold
back for 30 minutes instead of rushing to fix a problem for someone else.
2. See
both sides of the situation, not just yours.
3. Be
very specific when analyzing the problem. Make a mental videotape of the behavior.
4.
Notice when it isn't happening. Understand why. You may have overlooked something you did that didn't result in the other person's
annoying behavior.
5.
Find someone with immunity and see how he or she successfully handles the troublesome behavior that you're struggling with.
|
 |
|
Irritation Self Assessment
I'll read the following list of irritations & rate each one on the following scale from 1 to 5 as to its impact on my life.
-
1 = no irritation
-
2 = mild irritation
-
3 = moderate irritation
-
4 = marked irritation
-
5 = severe irritation
1 2 3
4 5
1. Waitress gets my order mixed up.
1 2 3
4 5 2. Co-worker comes to work late without calling.
1 2 3
4 5 3. Bus or taxi passes me as I try to call or wave it down.
1 2 3
4 5 4. People are talking behind me in a movie.
1 2 3
4 5 5. People are smoking in a non-smoking section.
1 2 3
4 5 6. Waiting in a long line as people try to push ahead of me.
1 2 3
4 5 7. An airplane, train, or bus connection is missed.
1 2 3
4 5 8. A client is late for an appointment without calling.
1 2 3
4 5 9. An event begins between 15 & 30 minutes late.
1 2 3
4 5 10. An event begins between 30 & 60 minutes late.
1 2 3
4 5 11. An event begins more than 1 hour late.
1 2 3
4 5 12. I wait & wait for a clerk to assist me.
1 2 3
4 5 13. I have to wait in my doctor's office more than 30 minutes past
the time of my appointment.
1 2 3 4
5 14. People are
making noise outside of the room where I'm trying to sleep.
1 2 3 4
5 15. An airline loses my luggage.
1 2 3 4
5 16. The weather is lousy on my vacation.
1 2 3 4
5 17.The sun isn't
shining.
1 2 3 4
5 18. It's raining.
1 2 3 4
5 19. A store
is sold out of an item I wanted to buy.
1 2 3 4
5 20. A pushy salesman is urging me to buy something.
1 2 3 4
5 21. Someone nags me to stop a behavior I enjoy.
1 2 3 4
5 22. I misplace my keys & can't get into
my car, house, or office.
1 2 3 4
5 23. Someone cuts me off in traffic.
1 2 3 4
5 24. Someone in traffic calls me a name.
1 2 3 4
5 25. I get an unsolicited phone call from a salesperson.
1 2 3 4
5 26. My mail box is loaded with junk mail.
1 2 3 4
5 27. I arrive somewhere & I find it closed.
1 2 3 4
5 28.I'm put on
hold when calling someone on the phone.
1 2 3 4
5 29. I get a
crank call after I have gone to sleep.
1 2 3 4
5 30. Someone is making loud eating noises.
1 2 3 4
5 31.Someone is cracking gum loudly.
1 2 3 4
5 32. Someone smells (body odor
or strong perfume).
1 2 3 4
5 33. A store is crowded.
1 2 3 4
5 34. A hotel has no vacancy.
1 2 3 4
5 35. My car runs out of gas.
1 2 3 4
5 36. My car gets a flat tire.
1 2 3 4
5 37. My car breaks down.
1 2 3 4
5 38. I lose something worth less than $5.
1 2 3 4
5 39. I lose something worth $5 to $20.
1 2 3 4
5 40. I lose something worth more
than $20.
1 2 3 4
5 41. People don't recognize me even though I've been introduced to them before.
1 2 3
4 5 42. When I've raised my hand to be recognized & a person doesn't call on me.
1 2 3 4
5 43. When a public speaker can't be heard.
1 2 3 4
5 44. When a clerk, or waiter, treats me crudely, or disinterested.
1 2 3 4
5 45. When someone doesn't laugh at my joke.
1 2 3 4
5 46. When I get lost in a "new'' place, because of poor directions I've been given.
1 2 3 4
5 47. When I have to repeat what I have just said.
1 2 3 4
5 48. When a menu lists no prices.
1 2 3 4
5 49. When I can't understand the language a person is speaking to me.
1 2 3 4
5 50. When someone dresses or acts in a way I find repulsive.
For
the next 10 items, fill in specific personal irritations for me & rate them:
1 2 3 4 5 51.
1 2 3 4 5 52.
1 2 3 4 5 53.
1 2 3 4 5 54.
1 2 3 4 5 55.
1 2 3 4
5 56.
1 2 3 4
5 57.
1 2 3 4
5 58.
1 2 3 4
5 59.
1 2 3 4
5 60.

Steps to overcome irritations
Step 1: I first need to clarify how irritations differ from those things that truly anger me. I'll respond to the following in my journal:
A. What
do I believe is the difference between those things that irritate me & those that truly anger me?
B. How is my behavior different when I'm irritated than when I'm angry? Is there a difference?
C. How are my feelings different when I'm irritated than when I'm angry?
D. What do I do differently when I'm irritated than when I'm angry?
E. What signs point to irritation
rather than anger for me?
Step 2: Once I've differentiated my anger from irritation, I need to identify & rate the intensity of the irritations in my life by completing the Irritation Self Assessment (above).
Step 3: For each of the irritations in the survey that I rated 3 or higher, I need to answer the following questions in my journal:
A. How do I normally react to this irritation?
B. How do I feel when this irritation arises?
C. What people are usually the source of this irritation?
D. When does this irritation usually arise?
E. Where does this irritation usually arise?
F. What are my reasons & irrational beliefs that account for
Step 4: For each of the irritations in the survey that I rated
3 or higher, I need to apply the Actions I can take to
handle irritations in the future (left column) .
Step 5: After I've worked out the healthy steps to handling irritations for each one I've identified, if I am still unable to handle these, I need to return to Step 1 & begin again.
When I feel irritated with my spouse, I need not blame myself for having that feeling. I didn’t decide to feel irritated;
feelings just happen. But I can choose
how I' ll respond to that feeling. I can decide to shout or hurl insults, or I can decide to speak kindly in spite of my irritation.
I've been thinking a lot lately about compliments & insults. I was wondering how the mature, secure & humble / humility Christian is meant to deal with people criticizing him in all kinds of ways & also how he's meant to deal with excessive
praise & flattery.
What
reaction should such things produce in our minds & also what reaction should we visibly
display to the person who's been offering such insight into our lives?
The problem with such a
question is that the typical Christian response, "What Would Jesus Do" can't totally apply in this case, since Jesus was perfect & therefore it was impossible
for a situation to occur in which he could accept constructive criticism.
Also, his perfection pertained further still into total reliance upon His Father in Heaven, whereas us human beings on earth often continue to
need the encouragement & support of fellow disciples as we progress in our pilgrimage to heaven.
I guess one of the first
& simplest suggestions is one of objectivity. When somebody insults you, there are 2 basic ways they can do it. They can do it in love, to help you & they can do it out of anger or spite, to feeling hurt, hurt feelings you.
However whatever their motives
& whatever lies behind their own minds to have caused such words to have crossed their lips, I believe isn't the concern of those who hear them.
Whether they've tried to criticize nicely, or with intent to wound, this shouldn't affect the way we deal
with what they meant. The content is what matters, not how it was dressed.
So, when somebody criticizes
you, regardless of whether they had any right to, or whether they did it in love or not, there's still one simple & obvious fact about their criticism.
Either it's true,
or it's not.
If it's true,
then we should listen, because what they've said might help us to improve our future behavior. If it's false, then we can pretty much ignore them, because false criticism isn't worth any attention whatsoever.
The last thing & least
useful thing we can do is be offended by what they've said. Being offended is pointless & normally only for the sake of our pride, because we feel it's been wounded by their harsh treatment of us.
To take a criticism personally
helps nobody & merely makes a fool out of the person who's taking an insult personally, because they're seen to be insecure in themselves about that for which they've been criticized.
Criticism should always
be taken objectively, regardless of who is saying it & in what way they're saying it. Of course, some people may be wiser than others & some people may know you better than others & therefore be able to give more accurate criticism, but still the important thing isn't who has said it, but what has been said.
I don't
think that we should trace such suggestions back to their source, but simply either accept them as objective truth about us, or reject them as objective falsehood.
Either we do have the problem they
have stated, or we don't. There's no other possibility.
Compliments,
on the other hand, I believe should be taken quite differently. Of course first of all I must point out the obvious fact that any virtue or anything good
about us isn't inherent & we must continually be pointing to God as the source of all good.
But often that's not the
reason that we say something nice about somebody. I find people irritating
who flatly refuse any kind of compliment on the basis that they're actually hopeless sinners who deserve nothing.
They seem to be missing the point
of my reasons for paying them respects. Fake humility has been rampant in me before. The quite easy solution to dealing with compliments is to simply deny that they are valid.
My mother told me that at
her school, anytime you suggested that a person was good at a subject they simply denied that they were at all gifted in that area. This seemed stupid to me.
If you've obviously written a good
poem, then surely it doesn't help to contradict anybody who tries to say so. That's not humility, that's also insecurity in its own way.
So how should we deal with
positive remarks made about us? May I suggest that the way we're to handle compliments is exactly the way that we aren't to handle
insults. Compliments aren't objective, they are subjective.
Qualities are in the eye of the
beholder - your value is considered in terms of your value with
respect to the person considered. You're not inherently valuable (unless
you consider inherent opinions to be those of God), but you're only valuable to certain people.
You're more valuable
to your mother than you are to the man on the street. So any compliment should be taken as simply the opinion of the person who complimented you.
One person may consider
you a good artist, but that doesn't mean you're a good artist. It just means that you're a good artist in the opinion of the speaker. So when any particular person says something nice about you, the important thing isn't what they said, but who said it.
The focus is on them &
their opinion. Whereas the best thing you can do when somebody insults you is to judge the truth of their words & act accordingly, regardless of who said it. The focus is on yourself
& your own areas of improvement.
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Loving Relationships - Always By Dr. Georgina Cannon, Master Hypnotherapist
Although love is the basis for all relationships, it does not in itself create the substance of a relationship.
Although we usually think of a relationship as two people, in truth a relationship can be with family, working colleagues, or friends.
The relationship itself
is like a third person, or being …. with its own needs. The relationship - as a being - can get tired, cranky, claustrophobic, but also creative, supportive and empowering.
Other qualities which are crucial for a loving commitment to this “being” we call a relationship are: open communication, sensitivity, generosity, consideration, loyalty, responsibility, resilience, intimacy and trust.
Between the members of the relationship there’s a whole other set
of must have’s. Co-operation, compromise (which means joint decisions, not someone
always giving in!) acceptance, allowance, forgiveness, respect and tolerance.
We humans are social; we congregate in groups for all sorts of reasons.
We flourish in teams, families, relationships and social gatherings. We form relationships which last, and relationships which
break apart.
Ultimately we want to connect with others – we want to be part of the whole of humanity. To be loved, to be acknowledged, listened to and respected for who and how we are.
Now that isn’t too much to ask…..is it?
There
are 3 major roadblocks which prevent healthy relationships:
1. Assumptions: We assume we understand what the other person or people are thinking. We take for granted that because we are thinking something, others are thinking or feeling the same way. In truth, we can never really know the state of mind, the attitudes, thoughts and feelings of other people - we barely know what we think or feel most of the time.!
We depend on ambiguous signals, to inform us about their attitudes, thoughts and feelings, and then to compound the misrepresentation,we use our own coding system, or filters to decipher these signals
So if we are feeling irritated or excited, our reception of a signal will be interpreted according to our expectations from that feeling. The degree to which we believe that we are correct in divining other people’s motives and attitudes is not related in any way to the actual accuracy
of their transmission to us. If we get it right, it’s usually luck!
Solution? Ask. Check and check again. If the signal is that something isn’t
right or out of kilter, ask what’s up. Talk about what you are feeling and get confirmation that the feeling is on or
off track. Follow your gut, it’s usually correct. If you feel that something is wrong or off track, it probably is.
2. Competition: Competition is healthy in sports, and in some instances in business, but never, ever in relationships. The danger around competitive relationships
whether it be between a husband and wife, friends or colleagues is that it is uneven.
Whenever there is a winner, there is always a loser. Making someone a loser doesn’t
bode well for that person’s self esteem, and creates uneven relationships. Uneven relationships most often lack trust – the cornerstone of a strong relationship.
Solution? Recognize that someone who is competitive where there’s no competition is desperately trying to prove their value. Don’t enter into the competition head to head, rather broaden the perspective of team (even a team of two) is stronger together.
Sometimes this isn’t easy with a partner or team member who seems to want to
prove the other person wrong all the time. Just don’t buy into it. A phrase like “I can see from your point of
view you may be right, but from where I am, my view of it is different – so let’s agree to disagree”. Say
it often enough and even the most competitive person will give up!
3. Lack of Trust: Lack of trust means the other(s) don’t feel safe - either emotionally or physically. This lack of trust can come from untrustworthy behavior such as having an affair outside of a marriage, or when one person is the group
is unreliable either emotionally or intellectually.
Let me give you a couple of examples here.
In a family group, if one person, particularly a person in power has a mercurial nature, and the rest of the group never knows when they will ‘blow’ - there is a distinct lack
of trust in being able to rely upon feeling safe in your own home.
In a group of colleagues or friends, if one person is always
letting the group down by not delivering on what they say they will do - that breeds lack of trust and the group will eventually have to squeeze that person out of the group if they want to maintain a healthy relationship with each other.
Solution? If you can, face the issue head on with the person breeching
trust, and if they are willing to change, prepare to allow time to rebuild the trust. If they are not willing to change, there won’t be trust - which means there can’t be a relationship.
For some situations, such as a marriage or business partnership, that can be devastating, but it’s important to realize it early and make the changes necessary to move on. Otherwise we lose respect for ourselves and those around us - and that is damaging to all future relationships.
Because
the primary relationship is always with ourselves, first we have to love, trust, and respect ourself and who we are, so that should we not get these from other relationships, we recognize it, and pull out before any damage can be done to our core.When we love, trust and respect ourselves, we participate in healthy relationships – whether with friends, lovers or colleagues - and they are always out of want rather than need.
So as with all things in our lives, we have to get it right with our self first.
But that’s a whole other article!
For more
on Dr. Cannon and her clinic visit: http://www.ontariohypnosiscentre.com
source site: click here
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