Mitch paused for a moment. He took a sip of coffee, looked out the window at the newly emerging Zurich sun, and offered a second appreciative example:
“I had productive joint meeting with our editorial staff and with Gwen and her team. We were addressing a very difficult issue regarding the matter of copyrights for material we are taking from the Internet and are modifying to fit with the style and community focus of our newspaper. At what point does the modified copy become our property and no longer governed by the copyright held by the Internet source. At what point do we no longer acknowledge the Internet source when preparing an article and when do we continue to acknowledge. There was considerable disagreement in the room. This is a very difficult issue. The room was filled with what you are calling collective angst.
My employees became quite nasty with one another. I stepped in to serve as the buffer you mentioned a few minutes ago. I went over to our flip chart and listed the strengths of one position regarding the copyright. I then tore this page off the flip chart and taped it on the wall. My next step was to prepare a second list containing strengths associated with the second position. I taped this list to the wall. I then led a discussion that focused on clarifying and amplifying both sets of strengths.
My next step was to prepare a list of negatives regarding the first position, followed by the negatives of the second position. We talked about both sets of negatives. And then went back to the positives, identifying ways in which the positives can be used to overcome the negatives. The dialogue that was produced ended up being quite productive. We produced a thoughtful policy that I then passed by our lawyer for final approval. I really felt good about the role I played and about my focus on strengths before moving to the negatives.”
Dr. Jung responds:
“That is a wonderful example of how you can facilitate a change in climate by taking a positive approach when approaching a problem. You don’t ignore the negative side but first clear the way for full appreciation for the strengths associated with each position in a contentious situation. By using the flip chart and listing the strengths and then the weakness, you provided some emotional distance that enabled everyone to be a bit more thoughtful and less polarized in addressing the issue at hand.”
Mitch:
“Somehow, I need to do something like this when meeting with Frank and Gwen. I need to identify ways I greatly appreciate how both have contributed invaluably to our organization. I need to do this identification with both being present. I then need to acknowledge and list on a flipchart the struggles I am having with both of my co-leaders. This includes identifying how I have contributed to these struggles. This could yield a constructive dialogue in which all three of us are involved in figuring out what is happening and how our strengths could be more frequently engaged, especially when things are tense and anxiety-filled in our organization. Dr. Jung, does this make sense?”
Dr. Jung pauses for a moment, then speaks:
“You know, Mitch, it is not me to determine what will and won’t work for you in your organization. I only know of your organization through what you have said about it. However, you have just offered an example of working effectively in your organization. If this narrative of success is accurate and not distorted by the intervention of your own psychic theater, then I think you have identified a strategy and process that might be of great value to you. I would suggest that you envision the use of a similar set of actions operating with both Frank and Gwen being present. As you have done during the meeting on copyrights, you might consider several different approaches in meeting with your two co-leaders and then list the strengths associated with each approach, following by the negative downsides of each approach.”
