Conversations are an omnipresent part of our daily lives. They’re our lifelines to the world around us, serving as platforms to connect, share, and understand. However, those simple conversations can quickly land you, blindfolded, in the middle of a linguistic minefield, beset on all sides with danger, with a single misstep seemingly standing between you and the death of the world you loved or relationships you hold dear.
Here’s the rub — we walk ourselves into these minefields, and, often, we are the only ones who can transport ourselves from battlefields to negotiating tables. If we want to stay in the conversation, it’s our responsibility to transform tough conversations into fruitful dialogues. With skill, we can craft trade agreements that broker the commerce of novel concepts, the excavation of buried feelings, and the contemplation of entrenched ideals.
No, dear reader, you’re right. This isn’t easy.
The quality of our conversations, and our ability to regain our balance within them, directly impact the quality of our relationships. So, how do we navigate these potential minefields to foster productive and meaningful exchanges? We can’t do it by avoiding daunting topics or harsh truths — that would rob us of even the opportunity for meaningful exchange.
So, instead, I propose we start by recognizing a couple of hard, universal truths:
First, difficult conversations are unavoidable. Strewn across our lives, from seemingly minor disagreements with our loved ones to high-stakes business negotiations, anticipated or unexpectable. They can be anywhere and they especially seed themselves where truly interesting ideas or cross purposes converge.
Second, despite their challenging nature, difficult conversations bear the richest fruit. Never have you walked away from a conversation about how the walls are perpendicular to the ceiling, thinking:Â I have sought and found the meaning of life, unbidden!
Great change and great reward require risk and investment. We can traverse those tumultuous theaters with grace and empathy, transmuting potential discord into constructive dialogue. Or we can resign ourselves to small talks and minuscule returns. Choose boldness. Sally forth.
Yes, it might seem like a daunting task; you are not alone in it. We have many compasses (and metal detectors) to guide us.
Today, I want to look at the concepts of Learning Conversations, the Relating Languages, and how they work together. So, without further adieu: the Cake and the Compass.
Learning Conversations, a three-layer cake.
Instead of expecting painful outcomes from the start, try imagining every difficult conversation as a dessert with three distinct layers.
On top, the “What Happened?” Conversation. It’s the outermost layer and the one most visible to those involved. The What Happened conversation is about differing perceptions of reality. Who said what? Who’s right, and who’s at fault? More often than not, participants struggle to agree on these points, creating friction and potential conflict. Believe it or not, very few difficult conversations are resolved by arguing over facts.
Instead, understanding each person’s subjective viewpoints can often lead us to a better version of the truth. We call that version the “third-story”: the combination of each of our viewpoints into a more complete whole. Framing or reframing a conversation from that vantage point can lead us into the deeper, more palatable layers of this cake.
The next layer down, nestled under the “WTF Happened?!”, is The “Feelings” Conversation. There seems to be some unspoken yet prevalent idea that has somehow embedded itself into conversational etiquette, that sounds something like:
“Thou shalt not feel feels. If thou shalt feel feels nevertheless, thou shalt deny thine feels entry unto the palace of thine convo, lest thou shalt be known a hot mess. Thou shalt bury them, and rep thine rizz, lest thou shalt be seen in thine weak assness.”
Or some such nonsense. Realistically, our thoughts, feelings, and behaviors all inform one another. To obscure your feelings or deny the validity of another’s in a conversation is to deny crucial information entry for consideration.
When we are angry, we are less agreeable. When we are sad, we are less open to optimism or risk. When we are hungry, we tend to rush things.
Sometimes, it is better to return to a conversation with a more resourceful perspective. Other times, it is best to explore the mire of emotion to find the heart of an argument’s seat in unrealized values. We know this, and yet, frequently, this layer remains undiscussed, unacknowledged, though the taste might linger on our tongues, significantly influencing the tone and outcome of our dialogue. It’s like the undercurrant layer of a river, unseen but powerful, capable of either carrying us forward smoothly or capsizing our boat, and pulling us, apathetically, to our watery conversational graves.
The final layer, The “Identity Conversation”, is buried deepest, often hidden even from our own conscious awareness. This layer smacks of our perceptions of self and the world, our values of right and wrong. In brief, of our identity. Questions like:
“If I am wrong about this issue, does that mean I am stupid? Incompetent? Unworthy?”
“If these values I hold actually conflict, am I a bad person? Am I deserving of love?”,
“If I give in, do I admit submission? Resign my sovereignty? Renounce the status I deserve?”
This has a rather particular mouthfeel, as it touches the essence of our being. It tastes, sometimes bitingly, of our souls.
It can feel overwhelming to navigate these three conversations simultaneously. But understanding and effectively leveraging a new model, Relating Languages, can make this voyage smoother and more fruitful.
The Golden Compass: Relating Languages
Imagine the Relating Languages system as a finely crafted compass, guiding us through the tumultuous seas of communication. It’s a sturdy maritime framework, developed through rigorous research and countless voyages, categorizing communication into four cardinal languages: Directing, Observing, Storytelling, and Questioning. Each language presents a unique way of relating to others, thereby contributing to a more nuanced understanding of these interpersonal waters in uncertain times. Let’s take a glance at the rose, shall we?
Directing
The Directing language likes to take charge. It thrives in decision-making, driving the action. This communication values clarity and efficiency, and excels at stating expectations clearly, guiding others towards a specific objective. But there’s a potential pitfall — if overused or used without sensitivity, this language can come across as overbearing or even authoritarian. Of all of the languages, we use directing the least, and as such, many of us stand to benefit most readily from an artful study and practice of this language model.
Observing
The Observing language is akin to a watchful owl, taking in information, understanding it, and analyzing it. It is the language of listening, excellent at picking up subtle cues and reading between the lines. It values hard evidence and clarification, analysis and epiphany. This mode of communication has a unique way of mirroring to a person exactly what they present to the world, by simply giving the gift of witness and repetition. However, it can sometimes be perceived as passive or overly analytical, leading to analysis paralysis. This is both a comfortable language for many to retreat to as well as a safe haven for those who find themselves activated mid-conversation. So, it is common to enter into this mode as into a room full of windows but lacking any door. Without an easy path to walk back into relation, you can quickly feel trapped as a witness to your own witnessing.
Storytelling
Then we have Storytelling, the campfire fuel, and roadside gatherer. The tongue of bards and the grand tradition of oral history. Also of that dude in marketing who cannot for the life of him outlive his glorious golden year as a small-town quarterback… and even Janet from HR knows it. This is the language of chronicling, of shared experiences, of crafted narratives, with the nascent power to connect with, inspire, and sometimes patronize the heroes in us all. There is no mode better at building rapport or fostering connection, and it has a knack for simplifying complex ideas, making them relatable and engaging. However, its insatiable love for stories and in more dire cases, it own voice, can sometimes lead the conversation astray, make it overly personal, or completely dominate an entire room! Overtalkers, we’re side-eyeing you, here. A story, dear reader can run away from you… as the road goes ever on and on… regardless of whether there was a point. Where was that thing, again?
Questioning
Finally, we have Questioning, an entrepid explorer who constantly seeks to query, to understand, and to clarify. This language hungers, curious and ever probing. It excels at delving deeply into issues and laying bare their underlying forms. Inviting partners into the exploration of first principles and aspects of themselves they may have never known. This, is the spirit of inquiry, given structure, equally ready to hold space, revel in mystery, or cross-interview witnesses. But like the other languages, this one too has potential drawbacks — if not used judiciously, it can seem like an interrogation or hint at self-doubt. It can also leave conversational partners with vulnerability hangovers, having bared their souls, and receiving nothing in return. Like the uninvited detective making a murder mystery of a dinner party, this language can leave a causal acquaintance the unwitting subject of an ongoing investigation. And few people don a dinner dress to find themselves at the other end of a hostile interrogation silhouetted by a lone bare bulb.
Navigating Learning Conversations
Now, let’s explore how we can use this compass to navigate the complex terrains of the learning conversations.
In a “What Happened?” conversation, the Relating Languages can be instrumental in fostering mutual understanding and reducing friction.
Let’s consider a scenario: a team leader, fluent in the Directing language, feels a team member hasn’t met their expectations. They tell the team member, “I’m going to need better performance from you. Get your TPS reports in on time from now on.”
The team member, however, is more comfortable with the Observing language and perceives the leader as too assertive. They shut down and assent, even though there is a good reason they aren’t completing the TPS reports and are unlikely to in the future.
By recognizing their respective Relating Languages, these two can better understand each other’s perspectives and foster a solution-oriented approach.
As a leader, you might adjust to an Observing based tack, with something like, “I notice that your reports have been coming in late, and I find myself feeling frustrated. Everything else you do is always on time.” They might then turn to questioning, to get a better understanding of the why, since some reflection has revealed this is uncharacteristic. “Is there something going on or a way I could support you in getting these in?”
As an observer, this employee may have noticed something significant and has a really good reason for why this is happening. Without some prompting, we might never benefit from that knowledge or work to solve for the problem in the long term. They might now come back with something like, “Yeah, I am not surprised you noticed. I noticed that by completing the TPS after the other metrics, I save a lot of time. I am talking hours. The other metrics are also relied on for downstream analytics, so prioritizing those seems to make more sense.”
Sometimes, we let our need to tell our own story blind us to a more important truth lying silent beneath a thin patina. Be a leader with an invitation, not a manager with an Nth commandment. Inspire creativity through curiosity. While it may seem, at first, as though it takes more time, I assure you, it will save you far more.
In the “What Happened” portion of our conversations, we all smuggle in our own personal compasses: assumptions. We have assumptions about the validity of our own perspective, the motivations of our conversational partners, the world, and “the way things are”.
We can all fall victim to primary character syndrome, and when we engage in difficult dialogues, it is often useful to first step back into Observing and Questioning. What does this look like from the outside? What are we each carrying into this talk? What is the problem here?
After a little contemplation through turn-taking and active listening, we can often arrive on the same side of the negotiating table, with the real issue across from us. (Hint: It is rarely the person we were just yelling at). Often times “WE HAVE NO IDEA WHAT WE ARE YELLING ABOUT!” Blame is easy, and feels efficient, but its roots run far and deep. Don’t let it take root. In favor of a better discussion, don’t shout your Story ever louder; invite curiosity in, and take care to Observe all the contributing factors. Find the Third story — the one that both of you can share.
During the Feelings Conversation, acknowledging our own and the other person’s default Relating Language can foster the open expression of feelings and emotional validation. This provides room for comfort and error.
For example, perhaps a team member who predominantly uses Storytelling language feels their ideas aren’t being valued. They complain at length, but it doesn’t seem to solve their problem. To make them feel more at ease, you can use Questioning to get curious about their feelings or Observe and name your own emotional affect. You can also paraphrase what is being said to check for understanding.
Don’t rely solely on one language. Instead, approach the conversation with humility, using all of the tools available to you. If you get too far off track, you can always invite yourselves back to the issue with a little Directing: “Can we come back to our original conversation?”
In the Identity Conversation, being aware of our Relating Language can help us separate our self-perception from the situation.
Let’s assume a team leader who uses the Directing language receives criticism for a decision they made. By understanding their language, they can distinguish the critique of the decision from their identity as a leader, preserving their self-esteem and offering insight that they may want to engage in more thoughtful Questioning and careful Observation before making their decisions. When Directing, they may want to do a little Storytelling about their motivations so the team has a better understanding of the why behind the what and how.
The Dance of Preparation and Engagement
Understanding the nuances of our own and the other person’s Relating Language can significantly enhance our conversations. This understanding allows us to anticipate potential communication gaps and devise strategies to bridge them. It also helps us approach the conversation with a flexible mindset, ready to adapt our language, if necessary, to facilitate mutual understanding.
During the conversation, being aware of the Relating Languages can guide our responses. Rather than reacting instinctively, we can choose to respond in a way that respects both our communication style and the other person’s. If the conversation starts veering off track, we can gently steer it back using language that promotes understanding and connection.
The Journey Ahead: Learning, Growing, and Mastering
Mastering the Relating Languages and integrating them with learning conversations is more of a journey than a destination. It’s about making gradual progress, learning from our mistakes, and continuously sharpening our skills. As we embark on this journey, we’ll discover that the real magic of these Relating Languages lies not just in improving our conversations but also in enhancing our relationships.
In a world that’s becoming increasingly interconnected yet paradoxically more isolated, the ability to navigate difficult conversations effectively is not just a skill; it’s a necessity, a superpower. As your conversational guide, I invite you to take the first step on this journey. Understand your Relating Language defaults. Develop your relational intelligence. Invest in your conversational hygiene. Remember, each conversation is an opportunity — to learn, to connect, to understand, and to grow. So, take the leap. Embrace the challenge. It’s time for us to not just have conversations but to take ownership of them. We can choose to foster a world of deeper understanding, empathy, and connection.
It’s time to become masters of our own conversations. Will you take up the challenge?
Start now. As you do so, remember — the journey can be the destination. Timshel.
Safe harbour and happy trails,
— Ari Winters