Confrontation GuideStep OneIdentify

Confrontation Guide
Step One
Identify Discrepancies
Internally: Self stabilize by tagging your own sensory cues and by
observing the clarity of your own cognition and behavior. Use breathing,
posture, thought focus, andmuscle relaxation to keep yourself stable in our
own body.When you do this, you are preparing yourself to catch your own
discrepancies in approaches to a conflict before those discrepancies are
communicated to others and create roadblocks to solutions.
Externally: Use SOLER, RECAP, Attending Behaviors, andMultimodal
Attending to catch and redirect the interpersonal feelings or technical
inaccuracies others send your way in creative or confrontational situations.
When you do this, you are identifying discrepancies inothers’ approaches to
a problem.
Step Two
Point Out Discrepancies
Internally: Be aware, be very aware, of your own internal emotions,
cognitions and behavior choices.Look for discrepancies between what you
think you are saying and what others are hearing you say.
Externally: Use the Six-Step Cycle to highlight discrepancies to
colleagues and peers in nonjudgemental and constructive ways. Look
for discrepancies in goals and behavior, discrepancies in interpersonal
choices and technical outcomes, and discrepancies in technical and
interpersonal resources available for the goals identified.
Step Three
Work Toward Rebalancing Discrepancies
Internally and Externally—Choose and perform tasks that modify and
reintegrate discrepancies.Reflect and support teammates as needed.
Step Four
Evaluate Outcomes and Iterate
If at first you do not succeed, try, try again
If need be, new discrepancies are identified and put through the same
sequence. It is a cycle—not a linear process.A continuing iterative process
of evaluating results in interpersonal, technical and project outcomes based
on agreed upon actions and consistently respectful interpersonal responses.
CONFRONTATION 117
An example of confrontation that did not work this way was the confrontation
Lisa had in the lab with Joe. To refresh your memory about that dialog, we
reprint it here for you. In this reprint, we have included steps from our
ConfrontationGuidethat occur as the scenariounfolds. These steps are in italics

Results (Indonesian) 1:

Konfrontasi panduanLangkah pertamaMengidentifikasi perbedaanInternal: Diri menstabilkan oleh penandaan isyarat sensorik Anda sendiri danmengamati kejelasan kognisi Anda sendiri dan perilaku. Menggunakan pernapasan,sikap, pikir fokus, andmuscle relaksasi untuk menjaga diri tetap stabil di kamitubuh sendiri.Ketika Anda melakukan ini, Anda mempersiapkan diri untuk menangkap Anda sendiriperbedaan dalam pendekatan konflik sebelum perbedaan tersebut yangdikomunikasikan kepada orang lain dan menciptakan hambatan untuk solusi.Eksternal: Penggunaan SOLER, REKAP, menghadiri perilaku, andMultimodalMenghadiri untuk menangkap dan redirect interpersonal perasaan atau teknisketidakakuratan lain mengirim cara Anda dalam situasi yang kreatif atau konfrontatif.Ketika Anda melakukan ini, Anda mengidentifikasi perbedaan inothers' pendekatan untukmasalah.Langkah keduaPoint Out perbedaanInternal: Menyadari, menjadi sangat sadar, emosi internal Anda sendiri,kognisi dan perilaku pilihan.Mencari perbedaan antara apa yang Andapikir Anda katakan dan apa yang orang lain mendengar yang Anda katakan.Eksternal: Menggunakan siklus enam langkah untuk menyoroti perbedaan untukkolega dan rekan-rekan di nonjudgemental dan cara-cara yang konstruktif. Lihatuntuk perbedaan dalam tujuan dan perilaku, perbedaan di interpersonalpilihan dan hasil teknis, dan perbedaan dalam teknis daninterpersonal sumber daya yang tersedia untuk tujuan diidentifikasi.Langkah ketigaMenyeimbangkannya perbedaanSecara internal dan eksternal-pilih dan melakukan tugas-tugas yang memodifikasi danreintegrate discrepancies.Reflect and support teammates as needed.Step FourEvaluate Outcomes and IterateIf at first you do not succeed, try, try againIf need be, new discrepancies are identified and put through the samesequence. It is a cycle—not a linear process.A continuing iterative processof evaluating results in interpersonal, technical and project outcomes basedon agreed upon actions and consistently respectful interpersonal responses.CONFRONTATION 117An example of confrontation that did not work this way was the confrontationLisa had in the lab with Joe. To refresh your memory about that dialog, wereprint it here for you. In this reprint, we have included steps from ourConfrontationGuidethat occur as the scenariounfolds. These steps are in italics