Tag: conflict

U.S. and Israel Attack Iran

Post author By Dr. Jeffrey Rubin
Post date March 2, 2026
7 Comments on U.S. and Israel Attack Iran

Welcome to From Insults To Respect.

I just watched President Trump’s speech about what he hopes the U.S. hopes will be achieved by joining forces with Israel to attack Iran. Since the attack began three days ago, some friends have asked for my reaction. Here’s my response.

There are only four things that I am certain of:

Billions of tax dollars will be spent on this intervention,
A great number of buildings and infrastructures that had been built by the hard work of thousands will be destroyed,
Many will be seriously wounded,
Many, including children, will be killed.

According to a New York Times report, a strike on a girls’ elementary school in southern Iran killed at least 175 people, most of them likely children,

Several videos and images verified by The New York Times showed that at least half of the two-story school was destroyed in the explosion. Emergency workers with the Red Crescent could be seen alongside families desperately combing through the rubble, which was littered with schoolbooks and book bags covered in blood and ashes. Portions of the building jutted out from the rubble, with bits of colorful murals visible on what were once the walls of the school. Desks were piled with debris.

As to what positives will come from the horrors of all of this, we will have to wait and see.

With deep sadness,

Jeff

Tags conflict, War against Iran

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Resolve Conflicts In Private Whenever Possible

Post author By Dr. Jeffrey Rubin
Post date February 19, 2016
No Comments on Resolve Conflicts In Private Whenever Possible

One day I was presenting to a high school class a lesson on mature ways to resolve conflicts when a student we will call Tony raised his hand. When I called on him, he said, “Dr. Rubin, how would you resolve this? This here Tina (he points to her) and I were dating, and now I decided to end it. I’m seeing another girl. But Tina, she keeps calling me even though I told her to stop.”

Tina’s face has now turned red and other students have started calling out their views about what was going on. Some shouted that Tony didn’t just tell Tina not to call, but he had done so by becoming verbally abusive toward her in an effort to get her to stop calling. Some felt that Tony had to be abusive or Tina wouldn’t stop calling, although she had continued to call him despite his abusiveness.

Part of me wanted to begin an intervention to resolve the conflict right there in the classroom in order to model some of the very skills I had been teaching. But seeing the emotional reaction of Tina, and noticing the escalation of feelings that were being expressed by others in the classroom, I quickly explained to the students that it is usually best to work these types of conflicts out in private. I offered to meet Tony separately, and then Tina, and then, if they both agreed, I would meet with both of them together without the rest of the class watching on. I then asked the rest of the class why this might be the best way to work this out.

As the discussion continued, I mentioned that there are a few research studies that are related to this issue. They suggest that people are more likely to escalate an argument into a fight when spectators are around (see, for example, “Impression Management and the Escalation of Aggression and Violence,” R. B. Felson, Social Psychology Review, 1982). There are, of course, exceptions to this. For example, if two people agree to have a third party mediator help to resolve a conflict, the presence of the mediator tends to reduce subsequent aggression. And in a courtroom, the public has a right to observe the legal proceedings involving certain conflicts for a number of valid reasons. To protect everyone in this process, there are courtroom officials on hand that help to assure that disagreements don’t escalate to violence. Moreover, if the presiding judge sees audience members interfering with the legal process, he or she can order them removed by trained security personnel.

As my classroom discussion continued, it became clear to me that the topic raises four relevant questions worth thinking about:

At what point does it make sense to ask for a private meeting?
Where is the best place to have the meeting?
What is the best way to ask for the meeting?
Are there useful things to do to prepare for the meeting?

Although every situation is different, and each situation may require a different answer to these questions, in the remainder of this post I will offer some suggestions I think are worthwhile to consider.

At what point does it make sense to ask for a private meeting?

In my opinion, usually as soon as you recognize that some tension is beginning to surface, it’s time to ask for a private meeting. I say this because even if you think you can tolerate the tension, others around you may not. In many situations, in addition to the participants in the conflict beginning to feel uncomfortable with what is going on, others are also feeling roughed up. People may feel as if they are walking on egg shells in the presence of the antagonists.

In a business environment, this can create a hostile work environment for the other employees not directly involved in the conflict. Many supervisors are trained to intervene in such situations in order to put a stop to this, and for some, they hate this part of their job. Thus, they may just choose to get rid of one or both of the antagonists. Additionally, some supervisors may be less inclined to promote employees that can’t get along with one another.

In a school setting, it also usually makes sense for a student to seek to work out a conflict with another student as quickly as possible. As in the business setting, in addition to the two antagonists in the conflict being affected by the mounting stress, other students can start to feel uncomfortable. For example, one party in the conflict might say something to the other party, and when this is overheard by others, some may be torn between two friends. Sometime one of the two parties may insult the other who is a relative of the insulted party. Before long, the whole school climate can be adversely affected.

It is also important for students to keep in mind that there may be a time when they will need a recommendation from a teacher or counselor for a job or college application, and the last thing that you want is for someone to write that you have difficulty getting along with peers.

Where should the meeting take place?

In my opinion, whenever possible, a face to face meeting is way preferable than a phone conversation, texting, social media platforms, or emails. The use of the eyes, facial expressions, and hand gestures, humanize the interaction far beyond what is achievable in less personal interactions.

Now, my next suggestion might sound contradictory because I earlier emphasized that the meeting is best held in private. However, in my opinion, the ideal place is a semi-private place such as a coffee shop or fast food restaurant that is unlikely to have present anyone either party knows, and at a time when the place would be relatively quiet. In such places, you can find a seat that if you speak softly you are unlikely to be overheard. And even if you are overheard, it is very unlikely to really matter.

The value of having a few people around just out of earshot is that you and the other party will be less likely to get into a shouting match. Moreover, just knowing that someone in the semi-private place might end up calling 911 if things begin to look like they are turning dangerous can keep stress at levels that are more conducive for clear thinking.

Now, I understand that for high school students, setting up a meeting in an ideal place might not be possible. Many students live far from a convenient meeting place. If there is no public transportation available, setting up a phone conversation might be your best option.

What is the best way to ask for the private meeting?

Rehearse in your mind what you are going to say at least ten times. I suggest using a soft, concerned voice. It seems to me that you would want to avoid any name calling or threats. Something like the following has worked for me:

For this example, let’s call the other person in the conflict, Jill. Looking directly into Jill’s eyes, say, “I’m beginning to feel some tension between us, Jill.” Then pause, to see and hear how Jill reacts. Listen carefully, and look like you are listening carefully, by looking up to her eyes from time to time. When she appears to be finished, summarize what she has said without trying to defend yourself in any way. Then pause to see if she wants to add anything more or to correct something you said in your summary. Then say, “I think I understand, Jill. Listen, not only am I concerned about what feels to me like tension between us, but the others around us are going to start to feel pretty uncomfortable about it as well. That’s not good for them, and for a number of reasons it’s not good for either of us. So, I think it makes sense that we discuss this fully in private.” Then tell her where and when you want to meet.

This can be done in a couple of minutes by calling Jill over to a relatively quiet area and speaking softly. If Jill refuses to meet with you, let her know that that is her choice. Then, just end by saying softly that you hope she thinks about the concern you raised and let her know that you hope she changes her mind about meeting to discuss this.

In my opinion, even if the other person chooses to not meet with you, bringing this issue to his or her attention plants a seed. It is very possible that you might begin to see some improvements shortly afterwards.

Are there useful things to do to prepare for the meeting?

I suggest writing out a statement in advance describing the situation in your own words. If there is someone you respect that is not involved in any way with what is going on between you and the other party, consider showing that person what you have written. Then have a discussion about the situation with this respected person.

Before the meeting, remind yourself that you want to give the other party a chance to tell his or her side of the situation without interruption. Above all else, you want to give the impression that you are a good listener. This involves looking, from time to time, into the eyes of the other party and summarizing what he or she says.

Well, obviously there is far more to resolving these types of conflicts, but that’s all the time we have for today. I hope you give these ideas some thought.

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Some people will enjoy reading this blog by beginning with the first post and then moving forward to the next more recent one; then to the next one; and so on. This permits readers to catch up on some ideas that were presented earlier and to move through all of the ideas in a systematic fashion to develop their emotional and social intelligence. To begin at the very first post you can click HERE.

Tags conflict, conflict management, conflict resolution, dispute management

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Bob Dylan On the Devil

Well, once again I decided to listen to one of Bob Dylan’s Theme Time Radio Hour shows. This time his topic was the devil.

The show begins with stirring music that sounds like an enormous storm is moving in, and then Bob says, “This is Theme Time Radio Hour and there’s hell to pay.” He then launches into a reading of a little section of John Milton’s, Paradise Lost.

“Him, the almighty power,
Hurled headlong, flaming through the etherial sky,
With hideous ruin and combustible, down.
To bottomless perdition, there to dwell
In adamantine chains and penal fire,
Who durst defy the Omnipotent to arms.”

Soon after this, Bob introduces his first song:

“We’re going to start things off with Robert Johnson, a man who they say knew a little bit about the Prince of Darkness. According to legend, Robert Johnson made a deal with the devil at the crossroad of highway 61 and Highway 41 in Clarksdale, Mississippi. He traded his soul. That’s what they say. This is his song, ‘Me and The Devil Blues.'”

Playing a twangy guitar, Johnson begins, “Early this morning, me and the devil been walking side by side.” The song goes on from here to tell us about a guy thinking of beating his wife for not doin’ him right. Meanwhile, she can’t believe he’d do something like that, so she ends up blaming “that old evil spirit, so deep down in the ground.”

After the Robert Johnson song, Bob plays us “Satan is Real” by the Louvin Brothers. The singer seeks to convince us of the existence of the evil one with the following story:

“I know that Satan is real, for once I had a happy home;
I was loved and respected by my family, I was looked upon as a leader in my community,
And then, Satan came into my life.
I grew selfish and un-neighborly; my friends turned against me,
And finally, my home was broken apart; my children took their paths into a world of sin.”

I know that some might think this man would be better off taking responsibility for the life path he took, but he prefers to blame it all on Satan. I wonder if his approach helps him to gain respect for himself and from others.

A little later in the show, we hear the Grateful Dead’s “Friend of the Devil,” Elvis Presley’s “Devil in Disguise,” and Bob Wills and His Texas Playboys’ “The Devil Ain’t Lazy.” Then Bob tells us:

“It says in first Peter, Chapter 5, verse 8, ‘Be sober, be vigilant, because your adversary is a roaring lion that walketh about seeking whom he may devour.’ Or, as they also say, ‘Idle hands are the devil’s playground.'”

Among the acts that get blamed on the devil in the next few songs Bob plays on his show are, telling dirty lies, vanity, leaving a lover after making a commitment, not heeding the drunkard’s call, loving you when I should hate you, and strutting with a blue dress, high heel shoes, and an alligator purse.

At one point, Bob provides us a couple of relevant quotes by a couple of famous people:

“Oscar Wilde once said, ‘We are each our own devil, and we make this world our hell.’ Otis Span said, ‘the devil could be anything from soups to nuts.”

The last song played on this show is Tom Waits’s “Way Down in the Hole,” which Bob says is “Low on schmaltz and a real show-stopper, not pullin’ any punches.” Here’s some of its lyrics:

don’t pay heed to temptation
for his hands are so cold
you gotta help me keep the devil
way down in the hole

Bob closes his show with these words:

“Now it’s time to climb out of the hole with the devil and shut the door on another Theme Time Radio Hour. We’re gonna leave you now with the words of George Harrison who said, ‘Gossip is the devil’s radio.’ I don’t know about that, but I hope Theme Time Radio Hour is your radio. We’ll see you next week as sure as hell.”

Conclusion

Well that’s my post for today. Until next time, I hope you spend some time thinking about what it means to have conflicting desires; why we, and others, sometimes act in ways that interfere with values many of us hold dear; and, when we do such acts, is it wiser to take responsibility for our own actions or to blame it on the devil?

My Best,

Jeff

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Some people will enjoy reading this blog by beginning with the first post and then moving forward to the next more recent one; then to the next one; and so on. This permits readers to catch up on some ideas that were presented earlier and to move through all of the ideas in a systematic fashion to develop their emotional intelligence. To begin at the very first post you can click HERE.

Tags Bob Dylan, conflict, The devil, Theme Time Radio Hour

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Women and Criticism

On this blog, I often discuss immature and mature ways to deal with criticism. The advice that I offer is designed to be helpful to males and females alike. But recently, in an Op-Ed piece in the New York Times, Tara Mohr argues that when it comes to criticism, women can benefit from advice specifically targeted to the unique cultural situation that they find themselves in.

The New York Times Article

Ms Mohr, in her thoughtful article titled “Learning to Love Criticism,” tells us:

Criticism stings for all of us, but women have been socialized to not rock the boat, to be, above all else, likable. By the time a girl reaches adolescence, she’ll most likely have watched hundreds of films, television shows and advertisements in which a woman’s destiny is determined not by her own choices but by how she is perceived by others. In those hundreds of stories, we get the message: What other people think and say about us matters, a lot.

In addition to these messages in the media, for centuries women have had less rights than men. Being likable, or at least acceptable to stronger, more powerful men, became a primary survival strategy. For many women around the world, this is still the reality.

Given this history, we might think that women have mastered the skills to insure that they are liked, but in the business world there is some evidence that problems exist.

A Recent Survey

In a recent survey that looked at 248 performance reviews from 28 different companies, both men and women gave more negative feedback to the women being reviewed. Here are a few examples:

“You can come across as abrasive sometimes. I know you don’t mean to, but you need to pay attention to your tone.”

“Your peers sometimes feel that you don’t leave them enough room. Sometimes you need to step back to let others shine.”

“The presentation ultimately went well. But along the way, we discovered many areas for improvement. You would have had an easier time if you had been less judgmental about R—‘s contributions from the beginning.”

This kind of negative criticism showed up twice in the 83 critical reviews received by men. It showed up in 71 of the 94 critical reviews received by women.

There are three possibilities that present themselves here:

1. The women received more negative criticism despite not acting in any distinctively different way than the men because of distinctively different expectations of how women “should” act;

2. The women who received more negative reviews actually acted distinctly different in certain ways than the men and it is these differences that led to the additional negative criticism;

3. It is a little of both.

An Informal Survey

Interestingly, from my perspective, are the results of an informal survey of someone I know who was intimately involved in evaluating and promoting personnel. Here, early criticism was about equal between men and women, but more women took the negative criticism they received to heart and made changes prior to their following evaluation. This ultimately led to their promotions. The majority of the men who got negative feedback seemed uninterested in making any changes and subsequently lost their opportunity for promotion.

From this, I think that it is not only possible, but perhaps even probable, that despite the pattern suggested in the more thorough survey, there is great variability across settings.

Some bosses may have an archtype that a great leader is a tough, no nonsense person who only projects a demanding sense of profits. Such an attitude will provoke a very different style of criticism around the office than one that supports the idea working for profits doesn’t have to mean that we must abandon basic principles of human dignity.

Let me just add that the person involved in providing and promoting personnel in the informal survey happened to be a master at providing very specific feedback. Consider the example provided above in which someone stated in a review:

“You can come across as abrasive sometimes. I know you don’t mean to, but you need to pay attention to your tone.”

Such a statement potentially can be helpful as one looks within and seeks to come up with a less abrasive way to respond in situations. However, the feedback would be far better if a supervisor, let’s call him Bill, invited a subordinate, let’s call her Mary, to a one-on-one meeting shortly after an abrasive incident occurred. At that meeting, Bill does several things. He gently explains that he is about to imitate how Mary had acted, using her tone of voice and what was said. Then, after imitating for her how she acted, he displays for her in a role-play how he would prefer she act when a similar incident arises. He then proceeds to ask Mary to imitate what he just acted out. Then he goes through this process with Mary until she can actually copy the less abrasive style to his satisfaction. If Bill provided this level of specific feedback, it would be potentially far more helpful then the two-sentence feedback that was actually provided.

Advice

I very much support the recommendations that Ms Mohr provides in her New York Times piece. For example, at one point she writes,

If a woman wants to do substantive work of any kind, she’s going to be criticized — with comments not just about her work but also about herself. She must develop a way of experiencing criticism that allows her to persevere in the face of it.

How can this be done? “A woman,” says Ms Mohr, “can identify another woman whose response to criticism she admires. In challenging situations, she can imagine how the admired woman might respond, and thereby see some new possible responses for herself.”

I won’t go into all of the recommendations of Ms Mohr, suffice it to say her article is well worth reading. But I do think it is essential to point out that a single article will not do the trick for most of us, women or men, who want to learn to become a master at dealing with criticism. It takes several months of regularly bringing before our minds examples of criticism, followed by a discussion of how to transform each specific example into something better. My blog provides one way to go about doing just this. Readers can begin with the introduction to this blog, and move forward at their own pace by clicking on the next newer entry post. Additionally, by reading the trilogy of novels that I’ve written, people become immersed for a few months in adventures that illustrate the struggle to seek respect even under the most trying circumstances.

Well, that’s this week’s edition of From Insults to Respect. Here’s to hoping you’ll join us again real soon.

Jeff

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Tags conflict, conflict management, criticism, dispute management, disrespectful, insults, negative criticism, negative feedback, New York Times Op Ed, psychological maturity, respect, Tara Mohr, types of criticism, women and criticism

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Does Your Fearfulness Make You a Coward?

Post author By Dr. Jeffrey Rubin
Post date May 28, 2014
1 Comment on Does Your Fearfulness Make You a Coward?

As far back as I can remember, the first time I called myself a coward was when I was in fourth grade. The teacher gave the class an assignment requiring each student to get up in front of the class and give a speech about a book we had read. We were allowed to use some cue cards but were not permitted to read the speech word for word.

At home, when I thought about that assignment becoming due in a week, my heart pounded and I thought that I’d end up looking stupid. Then I thought to myself, I’m such a coward. I called myself a chicken for being scared and a number of other names as well. At the same time, I began to do some other things. I chose a book that I would report on, wrote out what I would say, and rehearsed in front of a mirror. In the end, my little speech turned out just fine.

Did viewing myself as a coward, and calling myself names help me in any way to get through this ordeal? It is indeed true that it was part of the process that led to a good outcome, and partly because of this, it became associated with what I needed to do to achieve success in other fearful situations–kind of like a superstition. But, in time, I learned to deepen my understanding of the nature of fear, and I no longer bother with framing myself as a coward or deliberately calling myself insulting names. Oh, from time to time, some of the old words still spring up in my mind during fearful moments, but I simply observe them passing by in a nonjudgmental manner, and they fade away in a few seconds.

What did I learn that led me to this understanding? Well, to get at this, I think a little parable might help.

The Parable of Mother Nature’s New Creation

Once upon a time, Mother Nature came up with a new creation—human beings. At first there were just a few of them.

In winter, the nearby lake iced up. To keep the food supply flowing, some bravely walked out on the lake and created ice fishing. Others refused to go out on the ice explaining that they were fearful the ice would break and they would end up all drowning in the frigid water.

Although the ice fishers were brave when it came to walking on the ice, some were fearful when it came to dealing with other situations. For example, some fishers refused to farm because they were fearful of the bugs and slimy creatures that were uncovered during the turning of the soil.

Barty, one of these early humans, was way too fearful to go on the ice to fish, so he tried to help out his little community by farming. The insects and slimy creatures scared him, so after about an hour, he left the field and returned to his little hut a bit shaken by what he had experienced.

Seeing her son looking fearful, Barty’s mother told him a story filled with rich images of how thankful the other humans were when the farmers showed up in the evening with wonderful fruits and vegetables. With those inspiring images, Barty went out a little longer the next day, and a little longer the next, and soon he got so used to the bugs and slimy creatures that they no longer scared him.

Some of these human beings who were fearful of either ice-fishing or farming tried to come up with other ways to be helpful. A few worked on coming up with techniques to preserve food that were grown in summer so that it would remain edible during winter. In time they created several approaches that allowed for a more varied winter food supply.

Then one day something terrible happened on the ice. It cracked and all of the fishers drowned in the freezing water. Some who were afraid to go out on the ice watched in horror. Barty, when he heard what happened, began to tremble. And then he thought to himself, it’s a good thing some of us were afraid to ice-fish or we would have all perished.

Parable Discussion

As it turned out in this parable, it was a good thing for this new creation of Mother Nature that some of the human beings were fearful of the ice. Otherwise all of the human beings would have died in this one horrible event. Because there were those who were fearful of the ice, this human characteristic was essential for keeping this new creation of Mother Nature thriving until this very day. Having some diversity in what people fear need not be a sign of cowardliness but helpful for survival.

In my view, when we experience fear, we are wise to spend some time embracing this feeling and deeply experiencing its physical sensations in a nonjudgmental manner. Then, some of the skills I discussed in my last two posts for transforming our fear into actions that lead to achieving our desires are employed (see posts titled Free of Fear and Overcoming Fear). These types of experiences are an essential part of who we are and lead us on to our most treasured accomplishments.

Tags conflict, conflict management, conflict resolution, cowardly, cowards, criticism, dispute management, fear, free social intelligence and emotional intelligence curriculum, human beings, insults, Mother Nature, name calling, negative criticism, respect, wisdom

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IS IT WISE TO BE ASSERTIVE?

Post author By Dr. Jeffrey Rubin
Post date March 23, 2014
7 Comments on IS IT WISE TO BE ASSERTIVE?

When I first started to teach a graduate course at the University of Minnesota on conflict resolution, from time to time a student would ask me to compare what I was teaching to assertiveness training.

“From what I know about assertiveness training,” I explained, “it teaches a very narrow skill that can be helpful at times, particularly for very shy people. But it doesn’t adequately explain that for different situations alternatives to assertiveness may be the wiser course of action. The DIG Conflict Model that I am teaching provides students a toolbox with several tools that they can choose from. Depending on the situation, one tool can be better than another to increase personal power and wisely resolve conflicts.

“For example, when I was twelve years old, I was playing some basketball in a Brooklyn playground during summer vacation. After the first game, I was very thirsty and I thought about getting a drink at the fountain on the far end of the playground. But while I was playing, I had noticed a couple of bullies over by the fountain giving a hard time to kids smaller than they were. The bullies were clearly bigger than I was.

“Assertiveness trainers, it seems to me, would have me go over to the fountain. If the bullies got in my way, I should just stand up to them, asserting that I want to get a drink.

“Although that is certainly one option that I could have chosen, it risked having the cookies pounded out of me or they might just block my way from getting a drink pushing and shoving me away, I first considered other options. Perhaps I could come up with an approach that would achieve my goal of getting a drink in a less risky manner (see post titled The ABCs OF Power: The Letter B). It quickly occurred to me that my apartment is just a block and a half away. In those days I could run like the wind. So, in two minutes I was back home safely drinking all the water that I wanted. I then filled up a 36-ounce bottle with water and took it with me to the playground so I ended up having plenty of water after the next few games.

“The next day that I played at the playground, I noticed that the bullies were gone. When I went to get a drink at the fountain, I asked some of the kids who were playing there what happened to the bullies. A couple of them told me how they had gotten their big brothers to tell the bullies to cut their crap out. In terms of the DIG Conflict Model, they used the power of creating a coalition (see post titled “The ABCs of Power: The Letter C“) with their big brothers to achieve their goal and it worked. For the rest of the summer we all got our drinks at the fountain without any more conflicts. And so, here is an example in which I believe I teach some skills beyond assertiveness. A conflict was resolved in a satisfactory manner with less danger or hassle than assertiveness.

“Let’s look at another example of how the DIG Conflict Model’s approach differs from assertiveness training. If you are at a movie theater and you want to buy some candy, as long as you manage to go up to the candy counter and purchase what you want, you have pretty much fulfilled all the requirements of being assertive. But when I was a teenager, I worked at a candy counter. I found that some of my customers treated me in a way that was distinctly more pleasant than others who used a cold, impersonal style. As I thought about this, I noticed that the pleasant customers, when it was their turn on line, took a brief moment to look me in the eye and give me a respectful nod of the head. Rather than using a demanding voice that ordered me to get what they wanted, they said in a pleasant voice, ‘Can I have some…’ or ‘I would like some…’ After I got them what they wanted, they again looked me in the eye while thanking me.

“Both styles—the cold impersonal demanding style and the more pleasant respectful style—took the same amount of time and both approaches led to customers always getting the items that they wanted. Nevertheless, the DIG Conflict Model advocates that when we choose an approach to achieve what we want, we consider the golden rule—‘Do unto others as you would have them do unto you.’ Since I preferred the more pleasant respectful style when I was serving others behind a candy counter, I began to use a similar approach whenever I went up to a candy counter as a customer. I don’t think assertiveness training encourages people to think in this way.”

The first few times that I responded to the question that asked me to compare what I was teaching to assertiveness training, the questioners seemed satisfied with my answer, and I then went on with the rest of my lesson. But one day, a woman replied to my answer by voicing an objection. “I have taken an assertiveness training class,” she said, “and your description of assertiveness training doesn’t match my experience at all. For example, my instructor advocated being respectful while being assertive.”

Now, I could have asserted over and over again that I was right and she was wrong until she either stopped disagreeing with me or sat down and remained quiet, but I responded quite differently. First, I summarized what I heard her say. After she indicated that she was satisfied that I understood her position, I paused to think about it for a few moments. I then replied, as follows:

“My views about assertiveness training are based, admittedly, on very little experience. I have never actually taken an assertiveness class and learned about it from a couple of professors who both discussed the approach very briefly, maybe in five or ten minutes. One of the professors, for an assignment, had the class read a chapter in a book about the topic and when we met for class afterwards, we discussed what we had read for a few minutes. Therefore, I think it does makes sense that I learn some more about assertiveness so I can give a fairer reply to these types of questions. Thanks for raising this concern.”

The questioner seemed satisfied with my reply, and afterwards, I did take the time to look more carefully at the assertiveness approach. Here’s some of what I found out.

According to a Wikipedia article:

“Assertiveness is the quality of being self-assured and confident without being aggressive…. Dorland’s Medical Dictionary defines assertiveness as: “a form of behavior characterized by a confident declaration or affirmation of a statement without need of proof; this affirms the person’s rights or point of view without either aggressively threatening the rights of another (assuming a position of dominance) or submissively permitting another to ignore or deny one’s rights or point of view”.^[1]”

Wikipedia’s section on assertiveness training states:

“The goals of assertiveness training include:^[4]

increased awareness of personal rights
differentiation between non-assertiveness and assertiveness
differentiation between passive–aggressiveness and aggressiveness
learning both verbal and non-verbal assertiveness skills.

As a communication style and strategy, assertiveness is thus distinguished from both aggression and passivity. How people deal with personal boundaries, their own and those of other people, helps to distinguish between these three concepts. Passive communicators do not defend their own personal boundaries and thus allow aggressive people to abuse or manipulate them through fear. Passive communicators are also typically not likely to risk trying to influence anyone else. Aggressive people do not respect the personal boundaries of others and thus are liable to harm others while trying to influence them. A person communicates assertively by overcoming fear of speaking his or her mind or trying to influence others, but doing so in a way that respects the personal boundaries of others. Assertive people are also willing to defend themselves against aggressive people.”

This article also has a section titled “Communication.” Among the descriptions that are provided is, “Assertive communication involves respect for the boundaries of oneself and others. It also presumes an interest in the fulfillment of needs and wants through cooperation.^[5]”

When I began to flip through a few of the many books on assertiveness, I found that there were numerous approaches offered under this umbrella. Some like, Too Nice for Your Own Good: How to Stop Making 9 Self-Sabotaging Mistakes by Duke Robinson, seem to approach the topic from a no-nonsense position. Others, like The Guide to Compassionate Assertiveness: How to Express Your Needs and Deal with Conflict While Keeping a Kind Heart, by Sherrie Mansfield Vavrichek, appear to teach techniques that take into account a genuine concern for all involved parties.

And so, in the end, I came to realize that my original description that contrasted my approach with assertiveness was far too simplistic. And when answering the question, Is it wise to be assertive? my answer is, “Often there are some helpful ideas that fall under that umbrella. It is hard to be clear about this because there are simply way too many approaches that are referred to as assertiveness training to give a more definitive answer.

On this blog you will learn many ways to resolve a conflict. None violate principles taught in assertiveness training. Beyond the skills typically taught under the assertiveness banner there are discussions of skills that don’t violate assertiveness ideas, but can powerfully achieve your goals.

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Some people will enjoy reading this blog by beginning with the first post and then moving forward to the next more recent one; then to the next one; and so on. This permits readers to catch up on some ideas that were presented earlier and to move through all of the ideas in a systematic fashion to develop their emotional intelligence. To begin at the very first post you can click HERE.

Tags assertiveness, assertiveness training, bullies, bully, bullying, conflict, conflict management, conflict resolution, Dilbert comics, dispute management, free social intelligence and emotional intelligence curriculum, psychological maturity, the golden rule, wisdom

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CONFLICTS AND GUILT

A conflict exists whenever the following three conditions exist:

Party A desires an act will occur.
Party A perceives that another party is likely to act in a manner that interferes with the desire.
Party A perceives that the other party would be guilty of doing something wrong if he or she carries out the interfering act.

On this blog, when we think about describing a conflict we use the word “DIG” to remind us to look into the situation for a desire, something that interferes with the desire, and the perception of guilt. If there is no guilt, there is no conflict, but there still remains a desire-interference problem. All conflicts contain a desire-interference problem, but when guilt is present we have a conflict.

In the above Blondie comic, it is pretty clear that Dagwood has a desire to take a nap and interfering with this is his promise to fix a doorknob. He seems to me to be struggling with whether or not to feel guilty if he doesn’t keep his promise.

Also in the comic, we see that Blondie appears to have a conflict with Dagwood. That is, she desires that the doorknob gets fixed and interfering with her desire is Dagwood’s nap. She seems to think he is guilty for not keeping his promise. Is she seeking to punish him for his guilt by not preparing his sandwich?

Today’s post focuses on the guilt condition of conflicts.

Guilt and Conflicts

On the right we see Mary and Ron. Ron desires Mary and she desires him. They currently are not experiencing a conflict.

Consider a different scenario, one that we all have faced from time to time. You are going to the dentist and you have a desire to experience no pain, but you perceive that the dentist will probably act in a manner that will interfere with this. Do you perceive that under this set of circumstances you are likely to be having a conflict with the dentist? Why?

The DIG Conflict Model, which uses our above definition of “conflict,” indicates that if you do not perceive that your dentist is guilty of doing something wrong, there is no conflict. If you don’t blame the dentist for the pain but accept it as a necessary part of the dental procedure, the interfering condition is experienced in a very different way than when we experience a conflict.

In the dentist situation that I just described, you would still have a desire-interference problem–how can you get through this situation as best that you can given that you desire not to experience pain, and yet you are likely to experience some pain? All conflicts have a desire-interference problem in it, but not all desire-interference problems are conflicts.

Consider, if you will, a slightly different set of circumstances then our original dentist scenario. This time you have had a dental procedure done almost painlessly by Dr. Beam. Now a new dentist, Dr. Vopee, is performing the same procedure and as he does so, you are experiencing a great deal of pain.

According to the DIG Conflict Model, how you perceive this situation is crucial in determining whether or not you are experiencing a conflict. If you are blaming Dr. Vopee for this pain, believing he is doing something wrong, you are very likely to be experiencing a conflict with him. On the other hand, if you perceive the pain as due to the fact that no two procedures are exactly alike and that the pain must be due to the difference in the procedure rather than any incompetence of Dr. Vopee, then you will NOT experience a conflict with him.

What people who are in any given situation perceive is far more important than any act by itself. It is very possible for Sally to perceive that she has a conflict with Bob when Bob has done nothing to interfere with her and has no intention of doing so in the future. This can happen, for example, if Sally’s neighbor lies to her about Bob’s actions.

Let’s explore a little more what it means when we say someone perceives that someone is guilty of doing something wrong.

Some Definitions of Guilt

According to http://www.merriam-webster.com/dictionary/guilt there are a few definitions for “guilt.”

1: the fact of having committed a breach of conduct especially violating law and involving a penalty; broadly : guilty conduct

2a : the state of one who has committed an offense especially consciously
b : feelings of culpability especially for imagined offenses or from a sense of inadequacy : self-reproach

3: a feeling of culpability for offenses

My Definition of Guilty

As far as I’m concerned, you are free to define “guilt” or “guilty” in any way you choose. I have a very specific reason to use the word guilty in the sense that I choose–because I want to distinguish it from a very different experience and this can get muddled if I use the word too loosely. And so, I define “guilty” as follows:

If I perceive that someone has done something wrong and I become frustrated and angry at the person and I begin to seek to punish the person, I view that person as guilty.

For example, if I make a wrong turn to go to my friend’s house and when I discover my error if I have a strong emotion of frustration that springs up in me and I cry out, “What an idiot I am for making that mistake,” I am feeling guilty that I made the mistake and the reason I am calling myself an idiot is because it is my angry effort to punish myself.

I use that specific type of definition for “guilty” to distinguish it from how I define responsibility, which, as I view as a more mature response. When people act responsibly, they recognize that they did something wrong, experience a strong feeling of frustration, recognize at the same time that as long they are a human being they are going to make mistakes. They recognize that the strong feeling of frustration is a good thing because it leads them to focus on what they did wrong, and the emotionality helps spur a process that increases the possibility of fixing the error in the long term, decreasing the chance that they will make the same mistake. Part of this frustration reaction leads me to focus on what I can do next time to prevent the mistake. This is a wonderful process and I welcome the experience as I would a helpful friend. When I see guilt springing up in me, I have been getting more and more skillful at transforming it into my helpful friend.

Some people think guilt occurs whenever they see that someone has done something wrong. It is not wrong to define it this way except when we are using the DIG Conflict Model. But even when we are not using the DIG Conflict Model, it will still be beneficial to keep the idea of angrily desiring punishment when someone does something wrong separate from the idea of learning from the experience of making a mistake by experiencing frustration in a friendly, non-punishing manner.

If you see that your five-year old son has made a mistake when trying to add 7 plus 3 and he came up with 9, you may see that he has done something wrong, but you might experience this as somewhat different than when you feel someone is “guilty” of doing something wrong. You may think that your son almost got the right answer, and he’s trying, and this is part of the learning process. You might not feel angry at him, nor think he deserves to be punished for his efforts. Perhaps you might gently correct him and give him a warm smile.

Another Example

A husband comes home from work. He doesn’t look like he is responding in a friendly, gentle manner as he perceives that his wife is doing something wrong. His face looks angry about it. We can easily imagine that he is likely to make some punishing statements toward the two people who are kissing, and perhaps he might even go further by making some other punishing acts such as hitting or seeking to divorce his wife.

When thinking about conflicts, it is useful to distinguish between guilt that arouses anger and seeks to punish versus viewing someone doing something wrong without it being accompanied by anger.

Now, some of my students ask me, isn’t there a place in this world for righteous anger? Doesn’t the guy who finds his wife cheating on him have a perfect right to be angry and to seek to punish the cheats?

The DIG Conflict Model does not attempt to decide this philosophical issue for all people for all situations and for now through to the end of time. Instead, it seeks to free people who have learned when they were young a rigid pattern of responding to their perceptions that someone did something wrong. If you have learned to react to a perceived wrong in only one way–with frustration, anger and punishment, perhaps you may welcome the freedom to choose between guilt or a friendlier response.

Well, that’s my post for today. I hope you find that it offers some food for thought. Have a great week!

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Tags anger, Blondie Comic Strip, conflict, conflict management, Conflict Model, Dagwood and Blondie, dig for the conflict, dispute management, experience, free social intelligence and emotional intelligence curriculum, frustration, guilt, guilty, maturity, responsibility

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RESOLVING RECURRING CONFLICTS

Post author By Dr. Jeffrey Rubin
Post date February 16, 2014
1 Comment on RESOLVING RECURRING CONFLICTS

One day Beetle Bailey and Sarge have a conflict:

As you can see, eventually the conflict is resolved.

But a few days later, the two have another conflict.

Again and again other conflicts spring up between these same two individuals. These recurring conflicts come about with a distinctly higher frequency than usual for two people in the types of situations in which they live and interact.

When we see two people having an unusual amount of recurring conflicts, at some point we might want to dig a little below the surface to figure out why.

Using the DIG Conflict Model to Help with Challenging Conflicts

From time to time on this blog, we have been using the word DIG to remind us of a simple way to briefly summarize any conflict. The letters in the word “DIG” reminds us to look for a desire, what is interfering with achieving the desire, and if someone feels that the person who is viewed as interfering with the desire is guilty of doing something wrong. We also noted earlier that the word “DIG” is a useful memory device because sometimes we have to dig below the surface to understand a conflict (see DIG FOR THE CONFLICT and DEALING WITH CRITICISM BY DIGGING DEEPER).

In an earlier post, I discussed two digging tools that help us to find ways of improving our style of providing criticism and resolving conflicts (see WHY IS CRITICISM SO HARD TO BEAR?). There, I mentioned that it is helpful to stay mindful that when people are criticized, their desire to be liked and to maintain their freedom may become threatened. By keeping this in mind, we can often come up with less threatening alternative styles to engage people during our disagreements. During recurring conflicts, these tools for digging can be very helpful.

Today, we are going to look at three other digging tools because they are especially helpful when we notice that we are dealing with recurring conflicts.

Three Digging Tools Especially Helpful for Resolving Recurring Conflicts

The three digging tools we will focus on today are in the form of questions:

1. What desire might be motivating the conflict?

2. What other desires might be motivating the conflict?

3. Why do the people involved in the problem have this desire in this situation?

To familiarize yourself with this aspect of conflicts, please consider the following Beetle Bailey comic:

From this comic, we might get the impression that Sarge views this situation as a conflict he is having with Beetle, a conflict that we might describe from his perspective as follows: Sarge desires Beetle to wait in a certain spot and interfering with his desire, Beetle wants to wait in a different spot. Sarge believes that if Beetle doesn’t follow his order, he will be guilty of insubordination.

Suppose we ask Sarge if, from his perspective, these two sentences capture a conflict he is having with Beetle, and he replies, “Yes! That lazy bum is trying to goof off again!”

At this point, something strikes me over the head, urging me to dig a little deeper than the two-sentence conflict description Sarge has said captures his conflict with Beetle. It seems to me that Sarge and Beetle seem to be having far more conflicts with one another than is usual between a sargent and a private under his command.

Hmmm. To begin digging into this conflict, I put my tools out there where I can easily get at them. In bold letters I write out the following three questions.

1. What desire might be motivating the conflict? 2. What other desires might be motivating the conflict? 3. Why does the party have this desire in this situation?

As I begin to think about this a little more, I wonder if the desire that I identified in my first attempt to describe the conflict is the best that I can come up with. Is this really about Sarge’s desire to have Beetle wait in the exact spot that he has pointed to?

In this situation I don’t see how Sarge thinks Beetle is likely to behave in a manner that is interfering with what Sarge says he desires. Beetle just asks if he can wait sitting in the shade. Sarge knows Beetle well enough by now so that he must realize that once he orders Beetle to wait where he tells him to wait, he isn’t likely to be insubordinate. Moreover, it wasn’t any problem for Sarge to figure out how to get Beetle to wait where he wanted him to wait. All he had to do was bark orders at Beetle, something he’s done numerous times. Perhaps Sarge has some other desire that is part of the reason he is getting so worked up here.

My memory scans over the other recent conflicts I’ve seen happen between Sarge and Beetle. I recall, over and over again, situations that had Sarge perceiving Beetle as lazy.

I also recall seeing many times over the years Sarge becoming furious about Beetle’s laziness.

OK, so in most of the situations that conflicts spring up between the two, laziness is an issue.

Let’s pretend, for instructional purposes, that I can explore with Sarge whether or not we can reword the original conflict description as a recurring conflict.

“Sarge, I’m gonna describe your conflict a little differently than before because I don’t think the original description is as good as we can make it. If you don’t mind, let me know if it is more or less accurate. Earlier I described it from your perspective as follows: You desire that Beetle wait in a certain spot and Beetle interfered with your desire when he indicated that he wants to wait in a different spot. You believe that if Beetle doesn’t follow your order, he will be guilty of insubordination. You agreed that it is pretty accurate. But what if I describe it instead like this: You have a desire to have privates under your command that are energetic go-getters, and after Beetle was assigned to your outfit you have found his laziness has been interfering with this desire. You believe Beetle is, and will continue to be, guilty of laziness.”

“Yes, that is a much better description of my conflict with Beetle than your original description.”

“I thought it might be. Beetle has been in your outfit for years. Specific conflicts arose. To deal with his laziness I’ve noticed that you have yelled at him, given him KP duty that required that he peel potatoes up to his ears, and used all manner of threats and physical attacks.

Beetle at least listens to your orders, though sometimes taking them a bit too literally. But, nevertheless, he is never blatantly insubordinate. Although Beetle continues to be lazy, you found that with a little assertive hollering (“I SAID WAIT HERE, AND I MEAN RIGHT HERE!”) he usually complies even if he has to stand in place while a steam shovel comes roaring by.”

“Yeah, but he keeps acting lazy. It’s driving me BERSERK!”

“I can tell it’s starting to really get to you.”

“You’re telling me!!!”

“This last conflict you had with Beetle was resolved with so little difficulty that it really didn’t qualify as a conflict or even a problem. And yet, Sarge, you remained angry. And this kind of troubling interaction with Beetle has been happening in one situation after another. Something else has to be going on.”

“Sarge, I noticed that in each situation that you get angry with Beetle Bailey, it usually has to do with his laziness.”

“You’re right about that!”

Once Sarge clearly understands the nature of his recurring conflict, he is in a better position to seek out a resolution. Before he understood this, when he would complain to his fellow sergeants about Beetle not doing this or that, they would ask, “Well, did you get him to do it?” When Sarge would answer yes, they would shrug, and say, “At least he’s not insubordinate.” But now Sarge tells his fellow sergeants, “See if you can help me with this problem. I want privates under my command to be energetic, hustling team members, and after Beetle was assigned to my outfit I’ve found his laziness has been interfering with this desire. Beetle continues to be guilty of laziness. Any of you have any ideas to fix this?”

“Well, I had a recruit once by the name of Bob,” says one of the sergeants, “and he was the laziest bum I ever saw in my life. Well, what I did was, I told this here Bob, the next time you do anything that strikes me as lazy, I’m gonna put you on KP duty until you go a whole two weeks without my catching you acting lazy. Then I’m gonna let you off KP duty until I catch ya being lazy again. We’re gonna keep doing this until you stop being lazy. Anyway, it worked like a charm.”

Now I’m not saying this plan is ideal or that it will work every time. I simply lay it out there as a part of a parable designed to give you an example of a recurring conflict and to suggest that by digging a little to better define a conflict, we are oftentimes better positioned to seek more specific, helpful advice.

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Tags Beetle Bailey, conflict, conflict management, conflict resolution, desire, dig for the conflict, dispute management, free social intelligence and emotional intelligence curriculum, insults, negative criticism, recurring conflict

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DEALING WITH SUBTLE FORMS OF CRITICISM

Post author By Dr. Jeffrey Rubin
Post date December 22, 2013
7 Comments on DEALING WITH SUBTLE FORMS OF CRITICISM

If you have been following this blog, you know that from time to time I have been discussing insults and criticism. In earlier posts, we looked at situations in which people end up feeling insulted because someone provided negative criticism.

I have argued that rather than to feel insulted, it is possible to learn to welcome criticism, as well as words that might come off as insulting. When we learn to respond skillfully to negative criticism and insults, we develop a confidence in these types of situations. This dramatically reduces our defensiveness.

An important step toward mastering this skill is to learn to clearly recognize when criticism is occurring. If you can’t identify when a red light is flashing, you won’t be able to know when to apply the brakes on the car, and you are likely to end up in a serious accident.

Illustration by Lois Hubertz

Similarly, if you can’t identify when criticism is occurring, you won’t be able to know when to begin to put in place the plans that effectively deal with criticism.

Although some forms of criticism are as easy to recognize as a red light, some forms of criticism are far more subtle and therefore often go unrecognized as criticism. I therefore have presented posts that discuss dealing with direct and implied forms of criticism. I’ve noted that when someone makes a suggestion, this usually implies some negative criticism.

I also explained how recommending that someone get some additional education also usually implies some negative criticism.

We also took a good hard look at certain forms of levity, in which negative criticism is designed to be charmingly provocative. It seeks to get people to think more deeply about an issue. As George Bernard Shaw put it in his provocative book, Back to Methuselah:

“When a thing is funny, search it carefully for a hidden truth.”

Shaw, to ward off defensive reactions to his quips, often created fictional plays and had the characters in the plays say them. Great examples are:

“No man ever believes that the Bible means what it says: He is always convinced that it says what he means.“

“The difference between a lady and a flower girl is not how she behaves, but how she’s treated.”

“Life isn’t about finding yourself. Life is about creating yourself.”

Today we will spend a little more time practicing enhancing our skills for recognizing subtle forms of criticism. This will help to improve our ability to know when to start using our dealing-with-criticism skills.

More Examples of Subtle Forms of Negative Criticism

As we move forward, please keep in mind that for the purposes of this blog, if someone evaluates something as negative the evaluator has made a negative criticism.

FIRST EXAMPLE

In the above Calvin and Hobbes scenario, Miss Wormwood politely asks Calvin to put his tiger, Hobbes, in his locker. Calvin objects to this request by crying out—“In my locker?! He’ll suffocate!”

Calvin’s response to Miss Wormwood’s request is an example of indirect negative criticism. He doesn’t directly state he has evaluated her request and found that there is something wrong with it, or that it is bad, or something of that sort. Nevertheless, he indicates that if he did what she asked, his tiger would suffocate. To recognize this as a form of negative criticism, it helps to notice that in addition to Calvin’s statement there are other indications that he thinks there is something wrong with Miss Wormwood’s request. The exclamation marks after Calvin’s statement, the drawing of Calvin with his mouth being wide open as if he is shouting, and the fact that he is practically flying out of his seat while he is shouting, all add up to indicate that Calvin’s reply is rightfully classified as a form of negative criticism of Miss Wormwood’s request.

Although Miss Wormwood takes Calvin’s negative criticism in stride, other teachers might become defensive, and yell something like, “Don’t you talk back to me, young man!” This might silence students, but leave them seething with anger that is expressed by a rejection of the school enterprise; or it might lead to shouting back at the teacher, creating an escalation of conflict that takes valuable learning time away from the class.

If Miss Wormwood would have become defensive and started to yell at Calvin in response to his negative criticism, this would, according the the DIG Conflict Model, be rated an immature level of responding (see Responding to Criticism: Four Levels of Maturity). Instead, she steers in the direction of Calvin’s criticism by offering the compromise of putting his “tiger” under his desk where it will be at least out of the way. This, according to the DIG Conflict Model, is one of the most mature responses (see Responding to Criticism: The Most Mature Level). We see, in this example, that Calvin quickly complies and his teacher can now go on with her lesson without any further delay.

SECOND EXAMPLE

Here’s a Sally Forth comic that illustrates that whenever there is a transaction involving a request or demand, we would be wise to anticipate negative criticism will be present as well.

In this comic, because Sally is visiting her mother for a few days, Ted is left on his own to deal with his nine-year-old daughter, Hil. When Ted tells Hil it’s time for bed, she begins to reject his demand. Is Hil’s rejection of the demand a form of criticism?

Well, consider her reply to her dad: “But Mom’s not here! We don’t need a bedtime!” Hil has negatively evaluated her dad’s demand by expressing her disagreement with it. If you tell someone you disagree with what he or she has done, you have negatively criticized the person’s act.

If Ted was skillful at first recognizing that Hil was providing him criticism, he would be in a better position to say to himself, “From what I’ve learned about the different levels of maturity, let me see if I can design a mature response.” What if he came up with something like this?

“Hil, I admire the way you seek to defend your freedom. I want to encourage that. And you know I’m crazy about you. At the same time, I also love your mom, as I know you do. It seems to me that we don’t want to break her rules behind her back. The bedtime schedule is designed for you to get enough rest so you will do well in school. Both of us have seen what happens to you when you don’t get enough rest. When your mom gets home, if you want to discuss the rules, we can do it with her, you and me all altogether. That would be the fair thing to do, wouldn’t it?”

These Examples are Designed to Encourage Deeper Thought

Above, I provided two examples of someone providing negative criticism. For each example, a response was described that I think is pretty mature. Please note, however, that I am NOT claiming that they are the ideal responses. Nor am I trying to make the case that the responses portrayed in the above examples are the only mature responses that can be made. There is a great deal of flexibility that we have for coming up with high level responses. I present the above examples in an effort to challenge you to think more deeply about what mature levels of responding look like according to your own lights.

Well, that’s my post for this week. To all of you who celebrate the beautiful Christmas season, I wish you good cheer, peace on Earth, and good will toward all of our fellow human beings!

With Warmest Regards,

Jeff

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Some people will enjoy reading this blog by beginning with the first post and then moving forward to the next more recent one; then to the next one; and so on. This permits readers to catch up on some ideas that were presented earlier and to move through all of the ideas in a systematic fashion to develop their emotional intelligence. To begin at the very first post you can click HERE.

Tags anger, challenge, conflict, conflict management, conflict resolution, criticism, dispute management, disrespectful, emotional intelligence, emotions, free social intelligence and emotional intelligence curriculum, frustration, insults, negative criticism, parenting, threats, types of criticism

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BLONDIE, DAGWOOD AND THE NATURE OF PERSONAL POWER

Post author By Dr. Jeffrey Rubin
Post date December 15, 2013
No Comments on BLONDIE, DAGWOOD AND THE NATURE OF PERSONAL POWER

We find a charming illustration of Dagwood utilizing a simple source of personal power below:

These three frames are just the beginning of a very early Blondie comic from 1932 that I found in The Smithsonian Collection of Newspaper Comics. At that time Blondie was depicted as coming from the lower classes who had recently married the wealthy Dagwood Bumstead. Many from his social circle believed Blondie married for money.

I have discussed sources of power quite a bit on this blog. The simple source of power that Dagwood used to get Blondie invited to the party is often referred to as offering a fair exchange. That is, Dagwood offered to give his mother something that she wanted, but only if she gave him what he wanted. She wanted Dagwood to come to her party, he made it clear that he would come, but only if Blondie would also come.

As we will soon see, there are six more panels to this Blondie-Dagwood comic strip. But before we get to them, let’s use the DIG Conflict Model to quickly conceptualize the events that are taking place in the first panels of the comic.

Using “DIG” to Briefly Describe a Conflict

Those who have been following this blog know that when we seek to briefly describe a conflict, the letters in the word DIG help to remind us to look for the three conditions of a conflict–DESIRE, INTERFERENCE and GUILT.

During the first frame, Dagwood clearly desires that Blondie join him at his mother’s party, but interfering with this, his mother indicates she is refusing to invite her. To be a conflict according to the DIG Conflict Model, in addition to a desire and an interfering condition, there has to also be a guilt condition as well.

In the second frame of the comic, Dagwood says to his mother, “Remember, after all she is your daughter-in law.” This suggests that Dagwood believes that his mother is guilty of being wrong for not inviting Blondie.

There are several ways in which this apparent conflict can be resolved. To illustrate some essential points, let’s first look at a couple of examples that do not actually occur in the comic. As we look at these examples, please keep in mind that when we describe resolutions using the DIG Conflict Model, we are instructed to consider not only the short term quality of the resolution, but the long term quality as well.

First Example

Here is a different outcome to Dagwood’s conflict with his mother than what we will be seeing in the actual Blondie comic strip. Take special note that this different outcome leads to a couple of post-resolution regrets.

Dagwood talks to his mother and she convinces him that because of the way she was brought up, and because of the way the other party guests might react, she is not wrong in wanting to keep Blondie from attending her party. Dagwood ends up agreeing with his mother and he does not bring Blondie to the party.

From Dagwood’s perspective his conflict with his mother was resolved at the point when he came to believe his mother is not guilty of doing anything wrong when she insists Blondie is not to come to the party. The plan that was used to resolve the conflict was his mother persuading Dagwood that she is right.

Now, let’s look at the quality of this resolution. By resolving the conflict in this way, Dagwood ends up not having his desire to have Blondie join him at the party fulfilled. Because Dagwood wants to do things more with Blondie than his parents, he begins to see them less and less. When he looks for job opportunities he feels little desire to remain close to his parents. One day he sees an opening with the Dithers Company several thousand miles from his parents. He applies and lands the job. When Dagwood and Blondie start having children, his mother begins to wish she had been more accepting of Blondie early in their relationship for Blondie has turned out to be a wonderful wife to her son.

Oh, how Dagwood’s mother regrets antagonizing Blondie during their early marriage. And that’s not all. Dagwood’s mother is often heard wandering around her luxurious home moaning. From time to time she can be heard crying out, “If only I could be closer to my grandchildren! How this would give so much meaning to my life!”

Dagwood also feels that raising children with their grandparents close by would have been a good thing, but he reluctantly feels that, with his mother so rejecting of Blondie, it wouldn’t be a good thing for the children to be exposed to such rejection of their mother on a regular basis. And Dagwood really cares about his mother who has become increasingly depressed over the years. Both he and his mother have some post-resolution regrets about how things have turned out.

Second Example

Here’s another scenario that according to the DIG Conflict Model would lead to this conflict being resolved, and this one also leads to some post- resolution regret.

Dagwood decides that there is nothing he can do about bringing Blondie to the party, and so he just doesn’t show up. The party comes and goes without his desire being fulfilled. But in time, he forgets about it. When he forgets about it, the conflict has been resolved. As for the quality of this resolution, Dagwood finds that, since the party, he frequently has waves of anger overtaking him. When he is with his mother, he treats her with little respect. This leads to angry outbursts between them. Their quality of life has thus been diminished.

Now let’s look at what actually happens in the 1932 comic.

Dagwood resolves the conflict as follows. In an effort to achieve his desire, he tells his mother that he refuses to come unless Blondie is invited, too. His mother offers a compromise; he can bring Blondie if he promises to keep her in the background. Dagwood doesn’t explicitly say that he agrees with the compromise, but by thanking his mother it appears he has tacitly agreed to her stated terms. The conflict Dagwood was having with his mother is resolved at the point Dagwood realizes his mother will no longer interfere with his desire to bring Blondie to the party.

How about the quality of this resolution? In the short run things look pretty good. Although Blondie expresses some concerns about going to the party because Dagwood’s mother is so against her, Dagwood expresses optimism when he says to Blondie, “Now, don’t worry Darling — in time she’ll learn to love you just as I do!” The comic strip goes on from here to provide us some additional information. When they arrive at the party…

In this scenario Dagwood has used some skill that leads to his specific desire being fulfilled—Blondie gets to go to his mother’s party. He has a related desire as well—that his mother will learn to love Blondie. As things worked out, this desire takes a beating.

**Contrasting the Blondie Example with the Pygmalion Example**

People who are powerful at achieving their desires tend not only to develop a plan to achieve some obvious desire of a conflict, but they pause to consider how each plan that they consider would impact the achieving of other desires that are associated with the obvious desire. Consider the story of George Bernard Shaw’s great play, Pygmalion, which was later turned into the magnificent musical, My Fair Lady.

There are some similarities to My Fair Lady and the Blondie story we just discussed. One of the chief characters is Liza Doolittle, who is about Blondie’s age. She too is from the lower classes.

Professor Higgins desires to bring her to a party where the upper classes will be in attendance—the royal ball. But the good professor realizes that getting Liza invited is a relatively small problem for him. What he wants additionally is that she is a success at the ball. He and his friend, Colonel Pickering, pause to consider what being a success is.

They decide that to be successful, Liza will have to improve her speech, be able to move gracefully around the ballroom, and to learn to dance as the other ladies do. Once they understand this, both gentlemen devise a rigorous plan involving training for six months before they take Liza to the ball. Although their plan doesn’t come off entirely without hitches, the viewers of the play clearly come away understanding that the thoroughness of the planning and the practicing of the skills were enormously helpful.

Now, what have we learned from these scenarios? First of all, when you try out a plan that has promise to fulfill your desire, you are attempting to increase your power. If your plan is well designed and skillfully carried out, it may succeed in fulfilling your specific desire. However, short term success of a plan to achieve a specific desire might be offset because it ends up interfering with the likelihood that other desires will be fulfilled. Dagwood fulfilled his short term desire of getting Blondie to the party, but by putting her in a situation where she had a large chance of embarrassing his mother, he may have hurt his long-term goal of getting his mother to like Blondie. If you want the quality of your resolution to be high, increasing your power requires that you become skillful at fulfilling desires in the short and long term.

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