During the three years I spent researching and writing a book on closing the gap between what’s said and what’s heard, I learned how ubiquitous listening challenges are: we have a hard time understanding each other.
It’s not because we don’t try, or because we don’t care. It’s because we can’t: not only do our historic personal experiences (education, family, values, beliefs – our Mental Models) create biases, assumptions, and triggers, our brains keep us from translating another’s words accurately.
OUR BRAIN CIRCUITS INTERPRET FOR US
The problem begins when our brains filter all incoming content through our Mental Models and translates what’s been said into what’s comfortable or habitual for us regardless of how different the translation might be from the speaker’s intent.
Here’s what happens: Words enter our brains as meaningless vibrations (literally puffs of air) that get turned into signals that then get dispatched to existing circuits with similar, “close-enough” meanings for translation.
When there is any type of mismatch, our brain discards the difference between what was said and how our unconsciously selected circuits interpret it!
In other words, we don’t directly hear what’s being said; we ‘hear’ what past circuits have translated, regardless of the accuracy. We might actually ‘hear’ ABL when our Communication Partner (CP) said ABC and we have no reason to think what we’ve ‘heard’ is faulty.
I lost a partnership this way. During a conversation, John got annoyed at something he thought I said. I tried to correct him:
“That’s not what I said.” I told him.
“I know what I heard! Don’t try to get away with anything here!
“But I didn’t say that at all!”
“John, I was sitting right here. She’s right. She never said that,” said his wife.
“You’re both lying!!! I’m outta here!!” And he stomped out of the room, ending our partnership.
And it gets worse when we unwittingly pose biased questions and make faulty assumptions, overlooking the possibility that our CP may not have similar references and can’t translate our messages accurately. For some reason, we all assume that CPs define words as we do. But that’s not true at all; we all hear what’s been said uniquely and subjectively.
WHAT’S SAID VS WHAT’S HEARD
To distinguish what’s meant from what we think we hear, to make sure we understand what someone wants to convey, especially when it’s out of our experience or important that we understand, we must recognize there might be an error. This begins with asking:
Did I hear you accurately? I’d like to repeat what I think I heard, and please tell me if it’s accurate or correct me. Thanks.
The next step is to make sure there is common ground. And here is where it gets tricky: how is common ground possible when folks are from different cultures and backgrounds? How is collaboration and mutual understanding possible, especially with folks outside of our normal personal or professional tribes?
HOW TO DO HOW
Let me begin with few foundational truths:
- Everyone’s experience and history is valid, unique, and informs their choices.
- Others cannot see or feel what you see or feel.
- Everyone has a right to the same basics: health, a living wage, good work, safety for our families, education.
- All change, including adopting new ideas, is threatening to the status quo and will cause resistance unless there is buy-in at the level of beliefs.
- recognize common beliefs and values we can buy-in to without impairing our individual values,
- feel safe in conversations when it feels like we’re speaking with enemies,
- override our resistance and biases to find common intentions, compassion and outcomes,
- be able to hear another’s intended message without overlaying our biases, assumptions, and habits.
Here are some steps to dialogue and reach win/win consensus with those we’ve historically sat in opposition to. I also recommend that our conversations must work toward win/win. I call this a We Space.
Get agreement for a dialogue: It’s likely that you and your CP have different goals and life experiences. Begin by agreeing to have a conversation to do nothing more than find common ground.
- “I’d like to have a dialogue that might lead to us to an agreeable route forward that meets both of our goals. If you agree, do you have thoughts on where you’d like to begin?”
- “I wonder if we can find common goals so we might possibly find some agreement to work from. I’m happy to share my goals with you; I’d like to hear yours as well. ”
Set the frame for common values: We all have similar foundational values, hopes and fears – they’re just different. Start by ‘chunking up’ to find agreement.
- “I’d like to find a way to communicate that might help us find a common values so we can begin determining if there are places we can agree. Any thoughts on how you’d like to proceed?”
- “It seems we’re in opposite mind-sets. What might be a comfortable way forward for us to discover if there is any agreement at all we can start from?”
Enter without bias: With limiting beliefs or hidden agendas, there’s no way to find commonality. Replace emotions and blame with a new bias, just for this conversation: the ‘bias’ of collaboration.
- “I’m willing to find common ground and put aside my normal reactions for this hour but it will be a challenge since I’m so angry. Do you want to share your difficulty in this area, or are you ok with it and can help me? How do we move forward without bias?”
Get into Observer: In case you have difficulty overcoming your biases and filters, here’s a physiological ‘How-To’ that comes straight from NLP: in your mind’s eye, see yourself up on the ceiling, looking down on yourself and your CP. It will virtually remove you from the fray, and offer an unbiased view of your interaction – one step removed as it were. One way to do this is to walk around during the conversation, or sit way, way back in a chair. Sitting forward keeps you in your biases. (Chapter 6 in What? teaches how to do this.)
Notice body language/words: Your CP is speaking/listening from beliefs, values, history, feelings, exhibited in their body language and eye contact. From your ceiling perch, notice how their physical stance matches their words, the level of passion, feelings, and emotion. Now look down and notice how you look and sound in relation to your CP. Just notice. Read Carol Goman’s excellent book on the subject.
Notice triggers: The words emphasized by your CP hold their beliefs and biases. They usually appear at the very beginning or end of a sentence. You may also hear absolutes: Always, Never; lots of You’s may be the vocabulary of blame. Silence, folded arms, a stick-straight torso may show distrust. Just notice where/when it happens and don’t take it personally – it’s not personal. Don’t forget to notice your own triggers, or blame/victim words of your own. If their words trigger you into your own subjective viewpoints, get yourself back into Observer; you’ll have choice from the ceiling. But just in case:
- “I’m going to try very hard to speak/listen without my historic biases. If you find me getting heated, or feel blame, I apologize as that’s not my intent. If this should happen, please tell me you’re not feeling heard and I’ll do my best to work from a place of compassion and empathy.”
Summarize regularly: Because the odds are bad that you’ll actually hear what your CP means to convey, it’s necessary to summarize what you hear after every exchange:
- “Sounds to me like you said, “XX”. Is that correct? What would you like me to understand that I didn’t understand or that I misheard?”
‘I’ statements: Stay away from ‘You’ if possible. Try to work from the understanding that you’re standing in different shoes and there is no way either of you can see the other’s landscape.
- “When I hear you say X it sounds to me like you are telling me that YY. Is that true?”
- “When I hear you mention Y, I feel like Z and it makes me want to get up from the table as I feel you really aren’t willing to hear me. How can we handle this so we can move forward together?”
Get buy-in each step of the way: Keep checking in, even if it seems obvious that you’re on the same page. It’s really easy to mistranslate what’s been said when the listening filters are different.
- “Seems to me like we’re on the same page here. I think we’re both saying X. Is that true? What am I missing?”
- “What should I add to my thinking that I’m avoiding or not understanding the same way you are? Is there a way you want me to experience what it looks like from your shoes that I don’t currently know how to experience? Can you help me understand?”
Check your gut: Notice when/if your stomach gets tight, or your throat hurts. These are sure signs that your beliefs are being stepped on. If that happens, make sure you get back up to the ceiling, and then tell your CP:
- “I’m experiencing some annoyance/anger/fear/blame. That means something we’re discussing is going against one of my beliefs or values. Can we stop a moment and check in with each other so we don’t go off the rails?”
Get agreement on the topics in the conversation: One step at a time; make sure you both agree to each item, and skip the ones (for now) where there’s no agreement. Put them in a Parking Lot for your next conversation.
Get agreement on action items: Simple steps for forward actions should become obvious; make sure you both work on action items together.
Get a time on the calendar for the next meeting: Make sure you discuss who else needs to be brought into the conversation, end up with goals you can all agree on and walk away with an accurate understanding of what’s been said and what’s expected.
Until or unless we all hold the belief that none of us matter if some of us don’t; until or unless we’re all willing to take the responsibility of each needless death or killing; until or unless we’re each willing to put aside our very real grievances to seek a higher good, we’ll never heal. It’s not easy. But by learning how to hear each other with compassion and empathy, our conversations can begin. We must be willing to start sharing our Truth and our hearts. It’s the only real start we can make.
Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at email@example.com.