CIVIL IS NOT NECESSARILY AUTHENTIC

We recently received an email from a dear friend and colleague with whom we are working closely to foster civil civic conversation in our community. It contained a comment she saw in a forum discussion on the website of The National Coalition for Dialogue & Deliberation (NCDD), a 1,400-member organization formed in 2002 that promotes learning and collaboration around innovative ways to bring people together for productive conversations around our communities’ most challenging problems. Here is the posting:

It seems to me there is need to begin de-emphasizing the word “civility” as we seek to engage the full political spectrum in conversation. Cognitively, the word “civility” has a defensive posture to it and can, therefore, not be “heard” (or is often heard with suspicion by many as meaning “be nice” — don’t be honest.)

A reframe to “civil conversation” (overused and thus meaningless), could be “authentic conversation”, “meaningful conversation”, “getting real”, “telling it like it is”….

The initial reaction to his post was defensive (even though I couldn’t help liking his reframe suggestion of “authentic conversations.”) Who could possibly advocate that we don’t need to establish “civility” in our society, when harmful effects due to the lack of civility are evident every day?

But on further reflection, we began to open up to the writer’s point. In fact, it was related to a blog we wrote last year.

The adjective “civil” has its roots in “citizen,” according to the dictionary. “Civilized” denotes courtesy and etiquette, with an underlying connotation that it is acceptable to withhold what we consider in the truth in the name of keeping the peace. “Civil often suggests little more than the avoidance of overt rudeness,” according to the synonym discussion below the dictionary definitions.

Surely solving our complex, tangled problems demands more of our conversations than avoiding contention or disagreement. Civility in its purest form is not only a perfect recipe for potential resentment; it destroys trust, is unproductive and is potentially dangerous to the common good.

Authentic conversations, as we define them, require telling the truth as we know it — always with goodwill — and the ability to sincerely argue another person’s viewpoint. When we get clear about our intention to be authentic, we come to the conversation with an open and curious attitude. Added to that is a sincere to desire to solve problems in a way that serves the best interests of the whole (community, enterprise, business) rather than satisfying the need to “get our way.”

Truly meaningful civic conversations are those where people choose to be authentically collaborate with each other in the interest of strengthening our communities. They require something far more robust than civility.

 

Written by Maren and Jamie Showkeir


Owners of henning-showkeir & associates, inc., and co-authors of Authentic Conversations: Moving from Manipulation to Truth and Commitment.

WISDOM FROM FRIENDS: STAY PRESENT

Our final bit of advice in honor of the New Year and Decade is the present of presence, via our friend and Larry Dressler, our fellow Berrett-Koehler author who authored Standing in the Fire. He posted a blog about “holiday presence” that we found meaningful and useful as a guide to remembering the power of being present to the moment.

Staying present is essential to having authentic conversations. It helps us be both participants and observers as we engage others. The participant/observer skill will help you manage your own emotional reactions so they don’t get in the way of what you’re trying to accomplish, so that you can better observe the emotional reactions of others. If we can describe what we’re seeing in others — without judgment or defensiveness— we can help get those emotions expressed, which will allow the focus to remain on the content of the conversation.

Larry suggests keeping a talisman with five knots in your pocket, with each knot representing a question that will help you stay present. Adapting this technique to keep our intentions for authentic conversations at the forefront is easily done:

§         Who am I here for? (What is it I want to create in this moment, with this person?)

§         Why am I here? (How will this conversation serve the good of the whole business or enterprise in which we are engaged?)

§         What can I release from my grasp (e.g., an expectation, distractions, judgment, desire to “win”) that will put me into a stronger partnership with my reason for being here?

§         What would my wisest friend or teacher whisper in my ear at this moment? (Who are your role models for being authentic?)

§         Where in my body can I imagine compassion hiding, taking safe refuge, and reminding me of its ongoing presence? (How can I demonstrate goodwill, even if things are getting tense, or difficult?)

Reflecting on those questions before a conversation, or in the moments when the going gets a little difficult will give you the gift of “presence.” And don’t forget to breathe.

 

Written by Maren and Jamie Showkeir


Owners of henning-showkeir & associates, inc., and co-authors of Authentic Conversations: Moving from Manipulation to Truth and Commitment.

 

 

A LESSON IN MANAGEMENT: BLAME THE PERPETRATOR, NOT THE 'PARENT'

David Sokol, a top Berkshire Hathaway executive who once was speculated to be Warren Buffett’s next-in-line, resigned under a cloud when it was revealed he purchased $10 million worth of Lubrizol stock a day after he set in motion a merger with Berkshire.  The company’s acquisition of Lubrizol for $9 billion increased Sokol’s holding by $3 million. Although Buffett initially defended Sokol, at a shareholder’s meeting on April 30, he called Sokol’s actions “inexcusable” and “incomprehensible.”

 

What got our attention about this coverage was the nattering in a New York Times article on April 23, which quoted a series of experts who wondered whether Buffett’s management style is too “hands off.” It cites a paper from Stanford University's Graduate School of business: "Did Sokol’s actions reveal shortcomings in the company’s governance system that need to be addressed?” We think it's the wrong question, and illuminates the thinking that has created and fostered the entrenched parent-child cultures that are so damaging to organizations.

 

This is fed by the mythology that one person can be in charge of another's accountability. If Sokol’s actions were unethical (as most agree they were), why speculate about whether Buffett’s hands-off management style is to blame? The fact is, a trusted leader made a choice to behave in an unethical way. Unless Buffett was actively encouraging an unethical culture, why castigate his management style? Would a more stringent management style have prevented that from happening? Maybe. And maybe not: All kinds of abuses and unethical behavior can and have emerged in hierarchical, strictly controlled business environments.

 

Buffett also announced at the shareholder meeting that he had no plans to become a “stricter parent” in the wake of Sokol’s resignation. It would be a shame if he had. Many people have extolled the generally ethical environment at Berkshire Hathaway. As Berkshire’s vice chairman, Charles Munger, pointed out, “We’ve had a close brush with scandal two times in 50 years. We’re not going to devote a lot of time to this.”

 

Buffett’s business philosophy, as outlined in a recent Vanity Fair article, has long been to let the leaders of Berkshire Hathaway’s subsidiaries run things as they think best, based on their experience and expertise. The company is decentralized and the responsibility for operations rests solely in the hands of local managers. And this clearly hasn’t inhibited Berkshire Hathaway’s success.

 

Can promoting this kind of management freedom result in abuses and bad choices? Of course! (And it also presents opportunities to learn from the fallout.) But when a smart, experienced adult chooses to behave in an ethically questionable way, the blame should land squarely on the person who made the choice, not on the boss for being a “bad parent.”

HOW TO RENOVATE A RELATIONSHIP

Constancy and consistency are rare in relationships, whether at work, in families or among friends. As we grow and change, it makes sense that some  relationships might no longer fit so well. Letting go of those that no longer serve us could be the answer. But when we want or need relationships, we can renegotiate boundaries or ground rules.

 

At work, for instance, you may not have the option of abandoning a relationship that isn’t working well. In a family or friendship, a sense of history and love keeps you bound, but you want to shift the ways you relate. A conversation of renewal can help.

 

Here is an outline of a conversation based on two people who have a history of being indirect — or even untruthful — about how they really feel, which has eroded trust.  When having this conversation, authentically choosing goodwill and connection is foundational.

 

  • Be clear about the purpose of the conversation: “I want to talk with you about some difficulties (or changes I’d like to see) in our relationship. Are you willing?”

  • Name the issue: “My experience is we don’t feel comfortable telling each other the truth.”

  • Ask for their views of the issue and your contribution: “How do you see the situation? What have I contributed to the lack of trust between us?”

  • Extend understanding and own your contribution: “You’re right. I haven’t always been honest for fear of losing the relationship. In addition, sometimes I have told you one thing, and then talked to others about how I really feel.”

  • Frame choices about how to proceed: “The way I see it, we can continue this way or make conscious changes to create trust in our relationship. That’s what I would like. What choices do you see?”

  • State your intention to make it work: “I am committing to tell you the truth as I see it, and to hear the truth from you without getting defensive or combative.”

  • Ask for agreement and commitment: “Are you willing to make a similar commitment? Are there other commitments you see we should be making here?”

  • Talk about future steps or another conversation: “My intention is to start changing today. But I’d like to keep this conversation going. How would you like to proceed?”


 

Changes won’t happen overnight — and forgiveness and letting go of the past are essential. But this conversation is a great start for living out your intentions authentically. It will create relationships you can believe in with the people who are important to you.