When Others Judge Us

by Miki Kashtan

Many years ago I had a dramatic experience when I offered someone extremely difficult feedback, the most difficult I believe I have ever given to anyone, and he demonstrated a way of receiving it that inspired me. As I was almost in panic about what I had said to this person, and yet knew that I couldn’t relate to him without saying it, he looked me in the eye and told me that his practice was that whenever anyone said anything to him about himself, he stretched to imagine it being true, and then attempt to digest it from that perspective. What I had shared with him was that I experienced him as having unusual powers, like a magician, and that I didn’t trust that the power he had was all benign. Having said that and gotten the response I got, all the tension about speaking that I had been feeling drained out of me, and was replaced by admiration and appreciation for this man. It’s hard to describe the oddity of sitting with him, still not trusting his power, and nonetheless appreciating him so much. We then proceeded to explore, together, what could possibly be the source of the “darkness” that I had experienced about his power. The details of that exploration have evaporated from my memory; it’s only the flavor of the interaction, and the intensity of his willingness to explore with me that stayed as a model.

I have often wondered about what made it possible for this man to have such extraordinary and exquisite openness. What did he do with his own need to be seen and accepted? Sadly, I have no answer. At the time I lacked the vocabulary to ask about this, as this conversation predated my involvement with Nonviolent Communication and the awareness of needs that comes with it. Subsequently, life took him to other countries and our collaboration ended.

Regardless of what was true for him, the question remains. I have never met anyone else who could take in such difficult comments with such grace. What makes it so difficult, and what can we do about it?

Eliminating Feedback Loops at Our Peril

by Miki Kashtan

Long as my recent entry about interdependence was, at one point it was even longer, because it included an entire additional section I had written about the role of feedback loops in supporting the interdependent web of life that we are part of, and about how modern life has been eliminating and masking feedback loops. The irony of cutting out a piece that was about eliminating feedback loops is only now becoming apparent to me.

The word feedback, which originated in 1920 in the field of electronics, has expanded its meaning widely to refer to almost any mechanism by which information about the effect of an activity or process is returned and thereby can affect the activity or process. Such feedback loops are built into the way that natural systems work, and they affect all life forms at all levels. Natural selection, as one example, is based on continual feedback in the form of which individual organisms make it long enough to reproduce. Whole populations of species grow and diminish based on such feedback loops. As food sources dwindle, a population dies out and as predators are removed from an ecosystem, a population of animals can increase. In places where predators don’t exist, a species can literally take over, as has happened with several introductions of non-local species that are destroying previously existing balances.

Our own human species, in relation to nature, has systematically endeavored to control nature with the desired effect of exactly those two outcomes: eliminating all of our predators, from large mammals to microbes, and expanding our food supply through the practice of agriculture and factory farming of animals. The result has, indeed, been a massive explosion of the human population to the point of threatening the continued existence of our civilization as we know it.

When We Want People to Change

by Miki Kashtan

Recently I heard from one of my friends about the challenge of dealing with a 15-year old who was using curse words at the rate of two a sentence. My friend, let’s call her Jenny, was very distressed about this, and wanted my help in figuring out how to get this behavior to stop.

This got me thinking. It was evident to me right away that if the same behavior came from her partner, she would have responded differently, and even more differently if this were a neighbor, a co-worker, a supervisor, or a staff person she supervises. What varies, I realized, is the nature of the relationship, not the effect of the behavior itself. In each type of relationship we have some belief about whether or not we have the “right” to expect a behavior change from the other person.

Jenny knows me well, including what to expect of me in terms of my parenting philosophy, so I knew she would be open to hearing my very radical views about parenting. So I shared with her my own memories, from very early on, of how I wanted to raise the children I thought I would have (before deciding at 17 that having children was not for me). I’ve been both blessed and cursed to have vivid and acute memories of what it was like to be a child in a world of adults. I thought then, and I still think now, that no one asks children if they want to be born or if they want to live with the very particular parents they have with their very particular preferences. The whole idea of children “owing” something to their parents never made sense to me. Not as a child, and not even as an adult. And yet I know that most parents have a sense of both responsibility and entitlement to influence their children’s behavior.

From Mistrust to Collaboration

by Miki Kashtan
Lately, I have been invited to support managers at different levels who attempt to embrace a collaborative approach to management within their organizations. Despite their clear intentions and strong commitment, I have seen a pattern arise that slows down and sometimes even subverts their efforts. The good news is that tips exist for addressing the factors that interact to create this tragic consequence.

Residual Habits

Our intentions are rarely sufficient by themselves to change long-seated habits. Since hardly any of us were raised with models of collaboration, we have learned to retreat or charge, give up or attempt to impose, direct others or follow their lead. For many managers this shows up as frequent bursts of anger. Even when managers embrace the intention to collaborate, without the existence of role models they are likely to revert to anger when they are not happy with someone’s choices. This occurs even if they are deeply committed to honoring everyone and creating a culture of experimentation where choices are never penalized.

Tip: Transforming patterns of angry behavior takes ongoing effort and commitment. Two key practices are willingness to show up vulnerably in our full unprotected humanity when things aren’t how we like them, and the deep work of embracing uncertainty and letting go of making things be exactly what we want.

Unrealistic Expectations

After some years of working in various settings, I have come to believe that many people have very, very little faith that anything can change. They go to their workplace day in and day out bracing themselves for what they don’t like in the environment, especially in terms of relationships with bosses. Even when they care deeply about the actual work they do, they still protect themselves on the relational level. Initially, what took me by surprise was seeing how the longing for respect and care don’t disappear, they just go underground. Once I start doing anything with the management, employees have a small surge of hope which unfortunately lacks any resilience. One city government I worked in, for example, I met first with management and then with the workers separately. I received a unanimous request from the workers to train the management first. Management agreed, and the workers were satisfied with this choice. Then, when I came to meet them again a few weeks later, the workers were entirely demoralized, because they expected to see change happen overnight in order to be able to hold on to any sense of hope that change could happen at all. Given that change of this kind takes consistent effort to integrate and make visible, this is a particularly tragic stumbling block in shifting to a culture of collaboration. 

Tip: One way to address unrealistic expectations for immediate change is to acknowledge the expectations explicitly. For a manager to make such an acknowledgment is consistent with the willingness to show up as fully human. That willingness can offer reassurance to employees that the work and the manager’s commitment are sincere. Managers can also ask for feedback on  their ability to create the shift to collaboration, which sends the message to  workers that their voice counts and that their input may be taken seriously.

Disempowerment

Managers are not the only ones with deeply ingrained habits. Time and again I see situations where the person in the position of power is seriously committed to transformation while others continue to respond in a disempowered manner. They withhold their opinions even when asked; they say “yes” when they would rather not do something; they don’t ask for support when they need it; or they put up with behavior that distresses them without ever providing feedback. The net result is that the manager is left too much to their own devices for creating change that in any event is high stakes and difficult to integrate.

Tip: If we are truly committed to creating  change, one thing we can do is to take on employees’ mistrust and go out of our way to support their empowerment to meet us collaboratively. This goes hand in hand with all the other practices. We are called to invite feedback and express gratitude even when it hurts, so that we can continue to learn and  employees have a sense of mattering. We are also called to appreciate people when they say “no” to us so that they can increase their sense of freedom and choice, without which collaboration is meaningless. When organizational norms, often not of our own doing, interfere with more options for collaboration, we can be transparent about what is or isn’t possible, and a focus on facing the reality of the situation collaboratively.

Signs of Hope

The cultural context in which we all operate is not set up for collaboration, leaving us without models to emulate. Most of us grew up in an environment of enforcement and authority, and have likely internalized an either/or perspective that makes it challenging to engage collaboratively when there are differences in perspective or wishes, especially when those are compounded by power relations. Nonetheless, we can move towards greater and greater collaboration through understanding these patterns and embracing the willingness to stay the course for transformation, even in small ways. Change can come from unexpected places, too. As soon as even one employee becomes empowered to tell the truth and work collaboratively with the manager, others can see and learn, and the entire atmosphere can change. Wherever we are within an organization, if we plant seeds of change and water them patiently over time, we can harvest the sweet fruit of collaboration.    

Power and Humility – Part 2

By Miki Kashtan


This is part 2 of a post I wrote last week. This is my continuing exploration. If anyone is looking for answers, I don’t have them. All I know is to keep asking the questions, to keep opening my eyes and ears and heart to more and more input, and to keep taking the next step, whatever it is, knowing full well I don’t know how.

Finitude

Perhaps the most pressing question for me remains the question of the limits of my resources. What does it really mean to care for everyone's needs, to really care, and also hold clarity about finitude of my resources? When I fully let myself feel the weight of this, I could scream, because I care not only about the people with whom I happen to come in contact. Although in some ways impersonal, my care for all people living on this planet, and for the unspeakable horrors so many experience on a daily basis is large and the level of pain I am in about it often beyond my capacity to tolerate. How do I match that up with my limits?

I derive some solace from a poem written by a friend, Ted Sexauer, who is a Vietnam vet:

I am not responsible
for the movement of the earth
only what I can handle
what I can take in
is the right amount

I find it easier to know my limits with regards to people I don’t know than with regard to those I do. When someone is in front of me, on my path, someone I interact with, whose life is affected directly by my choices, I struggle mightily with knowing when and how to extricate myself. I do it. I am just never sure whether I am truly holding the other person’s needs as I do it, or essentially succumbing to my lack of imagination and closing off, however slightly.

This is a complex issue for anyone with anyone. It gets even more entangled for me when I am the one in a position of power. Honoring my limitations then borders too closely for my comfort with an assertion of my power over others. I don’t know what it means to use my power with others when I am reaching the limits, when there are more people with whom to be in communication about more things and more often than I can possibly handle.

Feedback

One of the lesser known aspects of Communist parties is the practice known as “criticism/self-criticism.” What I like about it based on my readings is the intention to provide feedback, including to self, to keep learning, and to support learning for others. I am particularly delighted to see that the process was intended to be applied to people in leadership positions alongside others within the party.

From what I read, I have quite a bit of trust in the intention that led to set up this process. In particular I was relieved to see an instruction put out to stay away from personal attack, and to criticize political and organizational mistakes rather than character. I still find the prospect of this process horrifying. I want people in power to receive feedback, not criticism. The two are dramatically different, even if some of what gets looked at can be incorporated into both. Feedback supports learning, while criticism tends to stir up shame.

For myself, I am still learning through feedback more than any other way, and I am not done. I don’t expect to ever be done for as long as I live. I so much want to know how to train or encourage people to stand up to me and tell me of their experience of me when I am in a position of power. For example, I know I need to learn something about why it is that with all of my profound commitment to power-sharing, learning, transparency, and vulnerability, I still hear regularly that people feel disempowered in relation to me. Is there something for me to change, or is it part and parcel of living in our culture that some people will not find their voice and power even when I am open to sharing it? What can I do to minimize the risk? Is there a different invitation I can issue?

Embracing Power

The more I look at power, the more I find fascinating and endless challenges to explore, grapple with, and continue. As soon as we drop the two positions of authoritarian power and abdication of power, we are on our own, figuring it out, without clear role models. The way through, as so often, is not by returning to previous models of authority but by finding new forms of authority that engage differently with power.

For example, I know that I, and others, can get caught in what I sometimes affectionately call the tyranny of inclusion. I believe it's another of the issues that stops those of us working for change from being effective. I see it as based in fear of making decisive moves and offending others. I am learning. Balancing unabashed power with complete humility is such a new territory for us to explore. I feel myself on a learning edge, sometimes alone, sometimes discouraged, and mostly curious and excited.

Feedback without Criticism

by Miki Kashtan

I have yet to meet a person who likes criticism. Instead, what most of us do is contract inside when we hear a criticism. Sometimes we respond defensively, sometimes we add the criticism to our pile of self-judgment, and sometimes we deflect and ignore what’s being said. In the process, we rarely manage to make use of the vital information and opportunities that useful feedback can provide: learning, better teamwork, or simply insight and understanding.

On the other end of this painful and familiar dynamic, it is well known that both in personal life and in the workplace most people dread giving feedback. Knowing how painful it can be for people to hear a criticism, and how rarely feedback leads to productive conversations or satisfying change, it’s sometimes difficult to imagine that giving feedback can have beneficial consequences. Add to that how few people have been trained in concrete skills for giving usable feedback, and you get a recipe for disconnection, resentment, or teeth gritting when time comes for performance evaluations or less formal feedback giving.

And yet feedback loops are essential for any individual and group to function at full capacity and potential. Knowing how our actions affect others and the larger whole of which we are a part can support us in learning when and how to change course to contribute to others around us.

Since all of us need feedback, let’s take a look at how we can offer it to others in ways most likely to create the effect we are hoping for: increasing performance while building trust and supporting goodwill all around.

There is much we can do to make our feedback digestible to another person, and to minimize the risk of being heard as criticizing. We can work on where we are coming from in offering feedback, and we can work on developing concrete tools that make feedback more useful to others.

Often confusions around feedback stem for a blending of two different motivations for letting others know of the effect of their actions. Becoming proficient in offering feedback takes us through learning to distinguish between feedback and personal trigger. Providing feedback is usually motivated by a desire to contribute to the learning of another person and to the functioning of the whole. Sharing a personal trigger is usually motivated by a desire to be heard, understood, or attended to. When we mix the two, we are likely to create confusion.

At least some of the time people hear criticism because it’s there. If we want to reduce the risk of being heard as criticizing, let’s indeed transform our judgments and evaluations. Instead, let’s look for, and communicate to others, what the behaviors are, why they matter, and what we want done about them. Here’s how this way of focusing helps feedback become more digestible.

The more we are able to point succinctly to specific behaviors instead of vague generalizations and evaluative statements, the more the other person can keep her or his attention on what we are talking about without getting caught in evaluative words. This diminishes the potential for defensiveness, and also prepares us for shifting our own consciousness away from judgments.

The more we are able to communicate why the behavior matters, the more the other person is motivated to want to do what’s asked of them. We can communicate what’s important to us personally, our own values and needs, or what’s at stake for the organizational whole. When we name the key elements that lie underneath our evaluations (and even judgments), we often feel relief and clarity. This, too, supports us in having feedback that’s less charged and therefore easier to hear.

Even when there is clear understanding of what the goals and values are, and what the significance of the requested change could be, many people can still find it difficult to digest feedback if it comes without specific strategies they could put in place to contribute to the desired outcome in terms of goals and values. Part of why this particular step can be so challenging is that we are called to trust that others would, indeed, want to support what matters to us and the whole. We are asked to shift from telling people what to do to a sense of partnership with them in moving toward shared goals.

No matter how thoughtful and clear we are with our feedback, we may still generate defensiveness or resistance if we are completely set on having the outcome we want, without regard for what the other person might want. Forging and sustaining a sense of partnership, especially in contexts where we have structural power, is no small task. The more we are able to show understanding for the experiences of others and the choices that others make, including understanding what might have led them to take the actions we found challenging, the more of a sense of partnership others can experience, along with more goodwill towards us. Similarly, if we are able to remain open to creating a solution together instead of being attached to a particular outcome, others can sense that their well-being matters, and are likely to be much more willing to stretch in our direction.

My hope is that as more and more people learn to offer feedback based on these principles, the overall dread of feedback giving can diminish, and feedback can be restored to its fundamental function: a method for people to work together to create environments where productivity flows, where trust and goodwill flourish, and where individuals thrive.

If you want to learn more about the art of providing feedback, you can still register retroactively to the 5-session Feedback without Criticism course I taught last fall. If you want to learn more generally about using Nonviolent Communication in the workplace, you can get an MP3 of a class I taught on the topic a couple of years ago. Looking ahead, you may want to explore the MCR full yearlong program starting this coming May, and the MCR conference in March. If you are curious, you can get answers to all your questions in one of two informational calls coming up in February and March.

Receiving Feedback as Spiritual Practice

by Miki Kashtan

This week I finished teaching a 5-session phone class called Feedback without Criticism. The first 4 sessions were about giving feedback, and last night’s session was about receiving feedback. After last night’s session I have so much compassion for the untold millions who are regularly on the receiving end of both formal and unsolicited feedback which is so hard for them to receive. As a continuation to earlier posts on the topic of feedback, today I want to take a closer look at the role of self-acceptance in receiving feedback, as well as offer a few more tips to those who routinely provide feedback.

Conditional Self-Acceptance

In preparation for the class, I asked participants to read Overcoming Defensiveness, my earlier blog piece about the challenges of receiving feedback, which highlights the role of self-acceptance in being able to receive feedback effectively. With self-acceptance we are stronger, because our own view of ourselves is less dependent on what other people think or perceive about us. So it came as no surprise that people named the experience of someone catching them unprepared to give them critical feedback as being particularly painful. The deeper issue, as we learned together, is that very often our self-acceptance is conditional on being a very certain way. It’s as if we are telling ourselves: “I will accept myself for as long as I am always impeccable in how I do my work, or for as long as I always care about other people and the effect of my actions on the rest of the team members,” or whatever else you can insert there for yourself.

What would it mean to accept ourselves unconditionally, exactly the way we are? Imagine the freedom that can come from complete self-acceptance, without conditions, without having to be any particular way, without the pressure to be perfect. Imagine how much stronger we would become in facing whatever people say when we are not scrambling to hide the truth about ourselves. Working on accepting that which we don’t like in ourselves can reduce and ultimately eliminate the exhausting endless inner war in which so many of us live. With honest self-acceptance we come more fully into our place in the human fabric, alongside everyone else who’s also human, also glorious, also imperfect, also capable of making mistakes. We become less separate, and by extension more able to accept others, too.

How do we get there? By applying the core principle that whatever we do is an attempt to meet common human needs shared by all. Even malicious intent, however painful to acknowledge, results from some basic human need. Malicious intent arises when anyone is so caught in a desperate struggle to meet needs that they simply don’t see or experience any other way to proceed. Maybe it’s an expression of wanting to assert one’s existence in a situation of extreme powerlessness; maybe it’s an attempt to create justice (as violence expert James Gilligan demonstrates in his book on the topic); or maybe it’s an attempt to have one’s own pain understood in full. However unconscious these motivations may be, we can all understand them in others and in ourselves. The practice of self-acceptance is about identifying and connecting with the underlying needs that lead to any of our actions we are unhappy about, both at work and anywhere else. Doing this practice increases our self-acceptance and by extension our ability to make free and conscious choices about how to act.

Tips on Feedback Giving

Although harsh or critical feedback could potentially provide the gift of spiritual practice to the other person, providing feedback can be much more effective if we can provide it in a way that doesn’t require so much inner strength from the other person. I plan on writing a fuller piece about feedback giving in the future. For now, I wanted to share two specific and relevant tips. One is to ask, and mean it, whether our chosen time works for the other person instead of assuming that because we have something to say the other person is ready to hear it. The other is to do enough inner work before sharing feedback with another that we can truly imagine how much effort it would take of the other person to hear us. Then we can choose to express the feedback with complete honesty and yet with full care for the other person.

If you want to learn more about the art of providing feedback, you can still register retroactively to the 5-session Feedback without Criticism course I finished last week. If you want to learn more generally about using Nonviolent Communication in the workplace, you can get an MP3 of a class I taught on the topic a couple of years ago. Looking ahead, you may want to explore the MCR full yearlong program starting this coming May, and the MCR conference in March. If you are curious, you can get answers to all your questions in one of the informational calls coming up starting in January 2011.

Overcoming Defensiveness

Why is receiving feedback challenging? Whenever any one of us gives feedback that is tainted with criticism, judgment, or our personal upset, we create a situation that requires a lot more capacity and skill from the person who receives our feedback. So, a big part of why receiving feedback is so challenging is because so few people around us know how to give feedback. But, if we wait for others to offer us usable, digestible, manageable feedback, we will not likely receive sufficient feedback for our growth and learning.

The alternative is to stretch our inner muscles, seek feedback, and grow in our capacity to fish the pearl that’s in what may otherwise be someone else wanting to be heard for how upset and angry they are with us. How do we do that, and how do we grow in our capacity to do that?

The more self-acceptance we have, the easier it is to hear feedback, because we can relax into ourselves and receive it as information rather than confirmation that there is something wrong with us.

Working towards receiving feedback also invites us to listen empathically to others. What is the essence of what they are saying? Can you hear an observation even if it’s not fully stated, or ask for one? Can you reach for understanding why this is important to the person giving feedback even if the words are focused entirely on you? Can you fill in the gaps about what strategies you might employ for addressing the issues raised even if the other person has no suggestions?

If you want to grow in this arena, here are three specific suggestions:

Working on defensiveness

You can set up role-plays in which you invite people to give you “negative” feedback with low-intensity. Listen to it, and as soon as you feel a contraction, the precursor to defensiveness, stop the feedback process, and inquire into your reaction. You can empathize with yourself out loud, or ask the other person for empathic presence (outside the role-play). If you are not familiar enough with the tools of NVC, you can work on self-acceptance directly by taking a few breaths and saying to yourself internally: “even if this thing said about me just now is true, there is still nothing about me that’s worse than anyone that’s ever lived.” Whatever you do, do it for a little while, until you feel ready to hear more feedback. Then go back to the role-play and continue until you can get through the entire piece of feedback without contracting. Then redo with a higher intensity feedback. Over time, if you continue with this practice, you will increase your presence with yourself and be able to stay relaxed.

Seeking feedback from people in your life

You can start with your closest people, the ones you would most trust love and care about you, who would be willing to do it in order to support you. Invite them to talk about things they may have been happy to let go of because of their love and trust. Let them know how much of a gift their honesty would be for you. In the process, you will discover how much more intimacy this added level of honesty can bring to your relationship, even if it’s uncomfortable for both of you along the way.

Then branch out to people who are not so close to you, whose feedback you may not find so much ease in receiving. As you work on your defensiveness, feedback, even angry feedback, is not going to be as scary. Be clear inside yourself what is leading you to seek feedback from each person you approach, and communicate this clarity to them. And, in the end, remember to thank them, even if you are in pain.

Integrating Feedback

Once you received the feedback, it’s time to decide what you want to do with it. The first thing is to overcome any self-judgments. One way of doing it, in addition, to the self-acceptance practice I suggested earlier, is to remember all the people in the world who may have had a similar experience of self-judgment. This, too, sometimes helps relax the intensity of the judgment and bring perspective back in.

Then, connect with your own interests and goals in terms of your growth. Is this feedback aligned with areas you want to work in? If not, you can mourn the unmet needs that arise from your existing behaviors and choices, and relax into self-acceptance. You don’t have to work on anything and everything that someone says is an issue for you. You are the one who sets the priorities.

If you do want to work in this area, can you come up with incremental steps that you can put in place to implement the changes you want? Is there a way that you can enlist the person who gave you the feedback as support for monitoring your movement towards your goals? Are there others you can lean on as you embrace the vulnerability of change? Can you maintain sufficient self-acceptance so that your attempt to change behaviors or choices does not turn into harshness and violence towards yourself?

The gift of feedback is about increased honesty, connection and even intimacy with the people who share it with you, and about increased opportunities for you to grow where you want. Keeping this clarity and avoiding the trap of taking blame or pushing back, will turn feedback into what it could be: a gift that one human being gives another freely for the benefit of both of them.

by Miki Kashtan