Arrow of truth
Download
1 / 46

Arrow of Truth - PowerPoint PPT Presentation


  • 172 Views
  • Updated On :

Arrow of Truth. Conflict Resolution By Bradley D. Brown. Before we begin. I have an issue to clear. Brick Story. By Judy Zerafa. The Secret. The Book The Movie The Law of Attraction Think and Grow Rich, Napoleon Hill What I think is why it is! Rosa Mazone. A feeling of being lucky

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Arrow of Truth' - Pat_Xavi


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Arrow of truth l.jpg

Arrow of Truth

Conflict Resolution

By Bradley D. Brown


Before we begin l.jpg

Before we begin

I have an issue to clear


Brick story l.jpg

Brick Story

By Judy Zerafa


The secret l.jpg
The Secret

  • The Book

  • The Movie

  • The Law of Attraction

  • Think and Grow Rich, Napoleon Hill

  • What I think is why it is!

    • Rosa Mazone


8 traits of successful people l.jpg

A feeling of being lucky

A dreamer – a sense of greatness

Hard worker – long hours – persistence

Enthusiastic

A sense of urgency – a “Go-Getter”

A risk taker – not afraid to fail

High self-esteem

A belief in God

8 Traits of Successful People

By Charles “Red” Scott


7 keys successful people know l.jpg

Have a Positive Attitude - Karma

Believe in Yourself

Build Positive Habits

Make Wise Choices

Set and Achieve Goals

Use Your Imagination Every Day

Persistence

7 Keys Successful People Know

By Judy Zerafa – www.gfifoundation.org


Vision l.jpg
Vision

  • Vision without action is a daydream.

  • Action without vision is a nightmare.

    • Japanese proverb


Get to know everyone l.jpg
Get to Know Everyone

  • Study and understand Myers Briggs and LIFO tests

  • Take the Birkman test

  • Figure out who you are, and who those around you are

  • Who will you work best with?

  • Put EVERYONE “in your house”


Treating people as people l.jpg
Treating People as People

  • “Leadership and Self-Deception”

    • Out of the box – I see myself and others as we are – people

    • In the box – I see others as objects, not as people

  • Self-Betrayal

    • An act contrary to what I feel I should do for another

    • When I betray myself, I see the world in a way that justifies this

    • When I do this, my view becomes distorted, I enter the box

    • I may end up carrying my box with me

    • In the box, we invite mutual mistreatment and obtain mutual justification – we collude in giving each other reasons to stay in the box


In your house l.jpg
In Your House

  • The Cycle

    • Learning, making improvements, learning more, etc.

  • Prize people

    • Give the best projects to

  • Why do you not include everyone in your house?

    • Perceived intelligence, color, race, creed, religion, eye color

    • Do you immediately judge a person and what you think about them the minute you meet them?

    • Are you human? If you are, you do.

    • Do you group or profile people based on certain characteristics?


Don t let people beat you down l.jpg
Don’t let people beat you down…

  • If you’re good, people (competitors) will constantly try to undermine you – when you see this behavior, you’re good!

  • The military is famous for this

  • In college, the people I loved were the dead beats…I knew I would never need to compete with them

  • It takes an effort to be negative, don’t do it – water cooler talk isn’t productive, don’t get sucked in

  • Don’t fall for the Steve L “test”


Laugh and love often l.jpg
Laugh and Love Often

  • Laugh often, long and loud

  • Laugh until you gasp for breath

  • Surround yourself with what you love, whether it's family, pets, keepsakes, music, plants, hobbies, whatever

  • Your home is your refuge

  • Tell the people you love that you love them, at every opportunity


Integrity l.jpg
Integrity

  • Do what you say you’ll do

  • 100% of the time

  • Know what you believe and stand for it

  • Be a living example

  • Do as I do, not just as I say

  • If I say I’ll be there, I’ll be there


Arrow of truth conflict resolution l.jpg
Arrow of Truth – Conflict Resolution

  • The Specific Facts are…

  • My Judgment is…

    • I Think…

    • In My Opinion …

  • That Makes Me Feel…

  • And I Specifically Want…

  • Reflect Back (Let Me See If I Understand You…)

  • Is There More?

  • Are You Clear About This?


Works best may not work l.jpg

Personal situations

Close groups

One-on-one

Proactive

You’re sure you’re not the problem

Constructive

Autocratic boss

Co-workers

Unclose Group

Pent up situation

Lots of baggage

Works best / May Not Work..


Sticks and stones l.jpg
Sticks and Stones

  • …may break my bones, but words will never hurt me…

  • Not true! Truth is that harsh criticism, snide sarcasm, nasty nicknames and thoughtless gossip and rumors can inflict deep and long lasting harm on individuals and relationships.


Challenge to you l.jpg
Challenge to you…

  • When tempted to say unkind things about another – either to them or behind their back – ask yourself:

    • What is your point and purpose?

    • Is there anything good that can come from your remarks?

    • Could your words create or reinforce negative opinions that could be harmful or hurtful?


Absolutely forbidden l.jpg

Absolutely Forbidden

Never say anything that is hurtful because it CANNOT be taken back – ever!


Elephants under the lampshade l.jpg
Elephants under the lampshade

  • We all have them

  • Issues or conflicts with one another or with an entire group

  • It’s best to clear these up

  • Allows you to maximize your experience with the group, an individual or your family


Issues with who l.jpg
Issues with Who?

  • Could be with spouse, children, siblings, parents, business associates, partners

  • Cleared up might not mean resolved, it could mean they are just brought into the open


Symbolism may be effective l.jpg
Symbolism may be effective

  • Arrow

    Some people are uncomfortable with the arrow


Timing l.jpg
Timing

  • Beginning of key meetings

  • Family Meetings

  • Open arrow policy

  • Works when people don’t know the process too


Group clearing l.jpg
Group Clearing

  • Best when everyone’s in a circle, no table in the center

  • If one member [A] has an issue with another member [B]

    • [A] invites [B] to join him/her in the middle of the circle

    • If [A]’s issue is with the entire group, he/she asks one person [B] to represent the entire group and invites [B] to join him/her in the center of the circle


Mirroring is key l.jpg
Mirroring is Key!

  • The success of any conflict resolution model hinges on the participants’ ability to mirror the statements and emotions of each other without becoming detoured by innate defense mechanisms

  • [A]’s job is to present the issue, including his/her feelings, judgments and wants

  • [B]’s job is to listen attentively and to reflect back to [A] what [A] has said


Steps to success l.jpg
Steps to Success

  • The Specific Facts are…

  • My Judgment is…

    • I Think…

    • In My Opinion …

  • That Makes Me Feel…

  • And I Specifically Want…

  • Reflect Back (Let Me See If I Understand You…)

  • Is There More?

  • Are You Clear About This?


Detailed example l.jpg
Detailed Example

  • Mark lives three hours from the site of meetings yet always arrives on time.

  • Tom lives fifteen minutes from the meeting location and has arrived 5-15 minutes late for the last several meetings

  • Tom is normally apologetic when he arrives late, and then makes excuses (e.g., complains about the heavy traffic or the last minute phone call he had to take)

  • Mark has had enough of Tom’s excuses and wants to get clean on this issue

  • Mark invites Tom to the center of the circle


Statement of facts l.jpg
Statement of Facts

  • Tom, I have an issue regarding your punctuality at our group meetings, and I want to get clean with you about this.” {Beginning of The Facts} Today, you arrived 15 minutes after the designated start time, last month you arrived 30 minutes late, and three month’s ago you were 20 minutes late. Three month’s ago you called the moderator to say you would be late, but there have been no calls to the moderator or anyone else prior to the last two meetings. You paid a fine and said you were sorry. I live 3 hours from the meeting site and have arrived on time for the last four meetings.


The feelings l.jpg
The Feelings

  • Tom, When you arrive late like this, it makes me feel angry. It has been eating at me and I haven’t been a full contributor because of it.


The judgement l.jpg
The Judgement

  • When you arrive late like this it makes me think that you don’t care about me or the other members of the group. It seems you are putting your own priorities ahead of ours. I hear you say you’re sorry, but since the problem continues, I don’t believe you. I question your commitment to this group.


The wants l.jpg
The Wants

  • Tom, First, I wanted to get this off my chest. I also want to hear from you your level of commitment to this group and your commitment to be on time to future meetings.


The defense to avoid l.jpg
The Defense to Avoid

  • Most people in Tom’s position tend to craft their defense strategy while Mark is still speaking. They may launch into a litany of excuses or retaliate with anger toward Mark rather than mirroring to Mark the facts, feelings, judgments and wants related to the issue. To do this in a clean fashion, Tom would respond as follows:

  • “Mark, let me see if I have this straight. First I would like us to get very clear on the facts. I do agree that I was fifteen minutes late today and twenty minutes late to the last meeting, but I believe it was only fifteen minutes three month’s ago. I have indeed paid fines for being late, so it looks like, with the one correction, we agree on the facts.”


Reflection l.jpg
Reflection

  • “I see that you are angry about this. You believe that I am putting my priorities ahead of the group and that I am not really committed to the group. You question whether or not I’m really sincere when I say I’m sorry. You want to get this off your chest. And you want to hear my commitment both to the group and to be on time for subsequent meetings. Do I have this correct?”


Mark s response l.jpg
Mark’s Response

  • Mark then has a chance to respond. If Tom responded incorrectly, the two continue a dialog until Tom has mirrored back correctly all of Mark’s feelings, judgments, and wants. Notice that Tom is simple mirroring back to Mark He is neither making excuses nor making a retaliatory attack. It is important that Tom reflect accurately Mark’s view of the issue. Tom does not have to agree with Mark’s view, he must simply reflect it back. After this mirroring, Tom gives Mark a chance to get completely clean using the following statement:

    • Mark, is there anything else you want to say about this?


More frustration l.jpg
More Frustration?

  • Often, Mark will discover some other frustration around the issue that needs to be spoken. Sometimes Mark will have the insight that the particular issue is merely a symptom of a much deeper issue in Mark’s life, unrelated to Tom.


Is the issue cleared l.jpg
Is the Issue Cleared?

  • Often, after Mark’s issue has been reflected back to him the tension is dissipated completely. Resolution of the issue may or may not occur at this time. The important thing is that the issue has been surfaced totally and that Mark believes he has been heard. Tom may or may not pledge his/her commitment both to the group and to being on time for subsequent meetings. This is often worked out between the two of them outside of the group meetings.


General structure reviewed l.jpg

The two parties discuss the issue in the center of the group

The moderator or another group member may offer word coaching to the two members

[A] states the facts around the issue

[A] states how he feels about the issue

[A] states his/her judgments around the issue

[A] states what he wants

[B] mirrors back the facts and gets agreement with [A] about these facts. Note that the only thing that [A] and [B] must agree on is the facts

[B] mirrors back [A]’s feelings, judgments and wants related to the issue

[A] verifies that [B] has indeed heard him correctly

[B] asks [A] if there is anything else that [A] wants to get clean about

The two parties dialog as above until [A] has aired all of his/her feeling, judgments and wants and [B] has mirrored them back to [A]’s satisfaction.

[B] may then respond directly to [A]’s wants or set a time when the two of them can seek to resolve the issue. Resolution does not have to occur during the group meeting. Often, [A] just wants to be heard about the issue … to get it off of his/her chest. Venting the issue to [B] in front of the group is often all that is wanted.

General Structure Reviewed


More key examples l.jpg
More Key Examples

  • Start thinking of your own examples…

  • Paige and San Diego

  • Austin and his Grades

  • Kristen and Neighbor

  • Family Meeting w/ Parents and Kids


Let s hear your examples now l.jpg

Let’s hear your examples now…

Confidentiality Reminder


Confidentiality l.jpg
Confidentiality

  • You are sworn to secrecy

  • What we say here about other people

    • doesn’t leave here

  • You can share the process

    • but not the specific examples

  • If you can’t agree to this…


Format l.jpg
Format…

  • The Specific Facts are…

  • My Judgment is…

    • I Think…

    • In My Opinion …

  • That Makes Me Feel…

  • And I Specifically Want…

  • Reflect Back (Let Me See If I Understand You…)

  • Is There More?

  • Are You Clear About This?


The rule of not l.jpg
The Rule of “Not”

  • Almost always, when a person starts a sentence with a negative clause, you can bet the opposite is true. Examples:

    • “I’m not angry, but … “

    • “I don’t really care if you take off on Friday … “

    • “I didn’t mean for you to ….. “

    • “No, no, I’m just fine … “


The train trip l.jpg
The Train Trip

  • “Red” Scott’s Train Trip

  • Take a day or even 2

  • Finish these lists


Lifetime goals l.jpg
Lifetime Goals

  • Write down the top goals you hope to achieve in your lifetime

  • Again, not necessarily in order

  • You have 1 minute…go


Next 5 years l.jpg
Next 5 years

  • Write down the top things you would like to accomplishin the next 5 years

  • Any order, streaming

  • You have 1 minute…go


Revisit the lists l.jpg
Revisit the Lists

  • Put an X by the 3 most important things you value, lifetime achievements, and 5 year goals

  • You have 1 minute…go

  • Circle top 1…go

  • Write a “To Do” list for each “X”


Conclusion l.jpg
Conclusion

  • Resolution is NOT necessary!

  • Listen - use good mirroring

  • Don’t forget to ask “Is there more?”

  • This process works…


ad