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Each of us brings unique perspectives, experiences, and beliefs to every conversation. Because of this we regularly encounter ideas that conflict with or challenge ours. Given the brain’s need for certainty (it likes to know what’s what) and to be in relationship with others (we feel safer), we can experience a significant amount of discomfort or cognitive dissonance in meetings. Unfortunately, in order to reduce this tension, we tend to develop arguments or stories to justi

Multiple studies substantiate that we humans feel the pain of loss more keenly than we do the enjoyment of gain. Remember Lance Armstrong ? He apparently abhorred the pain of loss down to the core of his being. “I like to win, but more than anything, I can’t stand this idea of losing.  Because to me, losing means death.” He did anything he could to avoid losing. After a long doping scandal, Armstrong was stripped of his seven consecutive Tour de France wins in 2012. This fo

You might be more familiar with emotional hijacking than you are with the cognitive variety. Emotional hijacking occurs when we get scared or angry and diminish our ability to access the executive function in the prefrontal cortex. When this happens, we lose awareness, go on automatic (become mindless), and can infect others with these emotions. Cognitive hijacking occurs when we perceive, think and make decisions with unconscious biases and impaired functioning of the brain

The human brain craves certainty. It likes to feel sure. When we feel uncertain about the future the more primitive parts of the brain go on alert and shift into self-protection. In this state, we search for and grasp anything that will make us feel safer and more certain. Unfortunately, our self-protective instincts are being evoked by siren songs from a number of presidential candidates. I get frustrated when I listen to them threaten us with stories about how unsafe we ar

When we speak, we communicate our opinions. Unfortunately, we often think our opinions are “THE TRUTH.” When we convey them as such, we threaten people’s sense of safety and undermine our relationships. This is not helpful because working with others is the key to getting things done. So the question is how can we communicate what we think in ways that maintain or strengthen relationships so people can collaborate productively? Speaking inclusively is one way to help people

How can we be both unique and not special? It’s a paradox. We are unique in many ways. No one has the same DNA, fingerprints, voice, or irises as you do. No one has the same life experiences that you do. No one has had the same opportunities and challenges that you have had. The world would not be the same without you. Our meetings at work or in our communities would not be the same without you. Uniqueness, however, does not mean we are special in the sense of being better or

We tend to judge ourselves by our intentions and judge others by their impact on us. In other words, we think we have good intentions and that our impact on others should be perceived as such. When someone else’s impact on us is negative, we may assume their intentions are bad. Intentions and impacts are often not clear. First, our intentions don’t always have the impact we intend. We can’t assume that what we intended to say is what was heard. Second, it is a mistake to thi

We have pause buttons on our electronic devices. We need one on us that grabs our attention when we need to push it. Recently, in a conversation about a controversial issue with members of my family, I got surprised, hijacked by emotions, and forgot that I actually have a pause button. I was reactive (“How could you believe THAT?”) and got even more hijacked by being embarrassed that I was upset (“I know better than this.”) As someone who teaches meditation, communication sk

Every year at the winter solstice, the rising sun illuminates the interior of Newgrange, the prehistoric monument in County Meath on the northeast coast of Ireland. I can just about hear the sighs of relief of those who gathered on this windy, cold hill nearly 5,000 years ago as they saw the sign that longer, lighter days were returning. So great is the human need to know, to be certain, that prehistoric people in the northern hemisphere built huge monuments so they would kno

Last Wednesday in “ Dealing with Difference ” I describe “bonding social capital” and “bridging social capital.” I enumerate the serious consequences of too much of the former and make a case for more of the latter. Bridging social capital means developing social networks, norms of reciprocity, mutual assistance, and trustworthiness with people who differ from us. Bridging social capital is harder to build than bonding social capital because this tends to evolve naturally am

Our survival in the past depended on being part of a family or tribe. Now it depends on relating effectively with those we perceive as being outside our tribe or group. To solve the complex issues we face at work and in our communities, we need to work with people with different backgrounds, experience, areas of expertise, and points of views. In other words we need to build social capital—social networks, norms of reciprocity, mutual assistance, and trustworthiness—with peop

When we get stuck in “solution wars” in meetings, unbeknownst to us, we are often arguing about our beliefs or mental models about the world. Mental models, according to Peter Senge define “deeply engrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action.” These mental models are double-edged swords. On the one hand they provide a framework that helps us order and interpret the world; making it seem

We are witnessing the logical result of people embracing absolutes in their minds and in their actions in Mali, Nigeria, Paris, Beirut, and the plane crash in the Sinai. These are acutely painful reminders of the travesties that are possible when human beings close themselves off to change and mindlessly cling to beliefs about the way the world is “supposed to be.” My rigidity and reactions to the beliefs of others is not in the same league as these, but they are in the same

Daj Hammarskjöld, the second Secretary-General of the United Nations, thought the UN “should have one room dedicated to silence in the outward sense and stillness in the inner sense.” Because of this he personally planned and supervised the creation of the Meditation Room before he died in a plane crash in 1961 while on a peace mission in the Congo. As you enter this dimly lit, triangular room you face a 9X6.5 foot abstract fresco and a six-and-a-half-ton, four-foot-high, rec

Tina Turner’s 1984 Grammy Song of the Year asks “What’s love got to do with it?” It turns out that compassion—an element of love—has everything to do with how we talk with one another. Is it a “second-hand” emotion as the song suggests? Compassion might sound like a surprising, even unnecessary, element in meetings. However, to solve complex issues, we need to converse and build relationships with people who have different life experiences and points of view then we do. To f

Listening (“Go-To” Skill #1) and asking questions of genuine curiosity (“Go-To” Skill # 2) are the keys to the kingdom of understanding and working well with others to solve tough issues. Without these two, we are stuck in the movie Groundhog Day, recreating the same conversation over and over again until we get it right. In “Change Your Questions Change Your Life” Marilee Adams makes a distinction between “learner questions” and “judger questions.” Questions of genuine cur

Listening is the most underutilized and essential element there is for meaningful conversation. It is good for whatever ails any meeting. Although it does not cure a common cold, it does prevent misunderstandings, strengthen relationships, and help people clarify their thinking. So, why don’t we listen more deeply and more often? Among many possible reasons, three stand out: tit for tat behavior, fear, and lack of skill. “Tit for tat” or “you aren’t listening to me so I won’

Uh-oh. Maybe mainstreaming and secularizing meditation and mindfulness practice has gone too far? “I AM being stalked by meditation evangelists,” complains Adam Grant in a recent Op-Ed piece for the New York Times . “They approach with the fervor of a football fan attacking a keg at a tailgate party,” he claims. Meditation has exploded in popularity. And, the notion of “mindfulness” is ubiquitous in press pieces and book titles. A quick scan of my shelves reveal “The Mindful

Sometimes I wonder if I am being naïve. Does how we talk to one another really matter? Maybe I just pay too much attention to the news: it seems so many of us are yelling at one another (politicians and political pundits); committing mass shootings (the latest is Roseburg); imprisoning and raping women, destroying antiquities, and holding people and territory hostage (ISIS is currently emblematic). What evokes this anger and aggression? The primitive parts of the brain are d

Perhaps you are reading this just after returning to your desk from a “bad” meeting. You feel frustrated, or even angry, because you think your ideas were ignored and/or nothing was accomplished. Emotions are a powerful force in our interactions. They wield more influence over the quality of our meetings than any other variable. They can turn a conversation among colleagues or neighbors either into a snarling, polarizing, and enervating event or into a joyful, bonding, and r