*Most books impart knowledge, this book imparts wisdom. If there is a sin for promoting a book too strongly, this is the book that I am willing to be incarcerated for*
I thought I was good at communicating non-violently, and went reading this book with the expectation of reaffirming what I am already doing right.
Wrong.
This is the book that I wish I'd read years ago, so that I could have the chance to practice it in my relationships with friends and family. It could have changed my life.
This is not the type of book you keep on shelf and re-reads from time to time.
This is the book that after reading, creates a strong urge to FORCE IT on everyone around you.
This book could be life-changing for many persons.
Seriously, they should have taught non-violent communication in school (together with personal finance and politics).
Anyways, about this book.
This book taught on how to communicate with others non-violently, duh.
Non-violent communication has a structure that you can follow. There are fundamentals that you can build your communication strategy on, methodically. Not unlike sports, it is the fundamentals that separates the amateur and the pro.
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| Observation, feelings, needs, request. Four components to the Nonviolent Communication models. |
Non-violent communication is not only about interpersonal communication, it is also about how you communicate with yourself. This is a very peaceful book.
Basically it starts with understand the need of yourself and the other person, and to have the empathy for that need. Then proceed to communicate with both parties need on the table, visible for all to see.
What makes this book worth reading is the nuances and example behind this simple concept. How the Marshall Rosenberg does it in real life, and the common example and traps in real life that makes you go "Omg, I did that too!"
Below are my personal notes taken throughout reading this book. Spoiler alert.
What you want his/her reason to be
Often, we try to get other people to do something, while neglect to consider what we want the reason behind that prompted action to be.
The cliche example would be the housewife who tried to get her husband home early, and do that by scolding the husband every time he came home late.
In this case, the wife focus on getting the husband home in time.
However she didn't consider what reason is getting the husband home in time.
In this case, her husband is coming home early out of fear.
If the wife wants the reason that gets her husband home in time to be 'love', she would not resort to scolding the husband every time he was late.
She will instead employs another strategy, perhaps with positive reinforcement. Greeting the husband with kisses and massages when the husband arrives home in time.
Perhaps that will even get the husband to start doing dishes or salivating at the ring of bell.
My personal story on this would be when I was in a harmonica band back in high school. The band was originally a cool and social place with few core members (and majority dormant member). We enjoy the music and we practice for the love for the music.
Then there came the change in leadership. The new leadership is ambitious, with the grand vision of bringing all the non-committing members (which is the 90% of all members) back to practice and have us growth in both number and skills.
We accomplished that with a disciplinary leadership, parting from the social and fun-loving culture from the previous leadership.
We focus on getting everyone to practice, and to improve.
However we neglected on the reason behind them doing so: Out of fear of disciplinary action instead of the love for the music.
As the result, we get what we wanted: Our players' skill improved and attendance to practices spiked. However, the morale remains low. Nobody enjoy the practice sessions anymore.
Inevitably, when the leader left, the disciplinary structure lax and the whole club collapse.
The leadership achieve what they wanted: People who practice hard out of fear.
What the leadership should have set as goal: People who practice hard out of passion.
Don't rebel, Don't summit
This four letter outline the principle of action when facing violence from authority. The goal is to understand both other's your's need and perhaps finding a way to communicate and sort out both needs.
It is easier said than done, but what's easy are to remember that: To summit or to rebel is to give power to the other person over you.
When communicating needs or giving feedback
- When giving feedback, Give observation, not evaluation
I see that 3 out of 5 times you arrived at the meeting roughly 5 minutes late.
(As oppose to, "you never arrive on time!")
- It is important to communicate your needs
I have the need to make sure all of my schedule were on time.
Is there a way for us to arrange a time where you can make it, so that my schedule will be neat and tidy for me?
9 Human's need by Max-neef
- Subsistence
- Protection
- Affection
- Understanding
- Participation
- Leisure
- Creation
- Identity
- Freedom
I always agree in the sense that we all have a set of needs and in life, we made choices that sometimes sacrifices one need for the others, (eg. career choice and lifestyle choices). My purpose of life has always to be, to live a complete life, which for me means, to have all my needs reach a level of satisfaction. Overachieving in a single aspect of needs is unnecessary.
For me, life is like a academic report card. As 80% and 100 % is both an A. I would aim for ten 80% and get a straight A ; instead of eight 100% and two F's and repeat the semester.
(Disclaimer: Aiming for straight A's is the strategy to get into most scholarship program. My view on academic importance and achievement however is more nuance that example above.)
Empathy
Empathy is understanding the message no matter how it was delivered. Even if the message is delivered through violence or silence, to have empathy first required us to understand the message delivered.
"If I am understanding you correctly, what you are feeling is that your needs for safety has not been met by my present?" "Am I right to say that you are not talking because you did not feel safe to do so?"
An underlying message can be delivered in different ways just as a gift can be wrapped up by different gift box. A message can be delivered violently, humorously, loving or even through silence. One needs to open the gift box to see the true message inside, and when one understands the message and understands the deliverer's need and sees "what is alive in them", one can empathize.
And empathy is powerful.
Express our need as a gift
The proper way of asking, is showing a need and giving the other person a chance to gift a gift. It could have been a win-win situation. A gets his needs met, B gets to feel good giving a gift.
In our society however, asking is often performed as a demand or a guilt trip, which creates a win-loss situation. A may get what he needs, B will feel drained meeting the need as he often felt obligated to do so (especially in a intimate relationship.)
Example that this is worst in intimate relationship:
Situation A: Your (spouse/siblings/parents/children) ask you to help to fetch his/her dog from dog spa.
You felt obligated to help, although you really don't feel like helping. You want to stay home and watch youtube but...sigh, FINE, I will be a good hubby and go.
Situation B: A friend of a friend, call you up out of a blue. He/She has run out of option and has to ask for your help to pick up his/her dog from a dog spa.
Ohhh, you didn't expect me to be able to help do you~? Okeey, never mind, I will be awesome and pick it up for ya.
And we always make it worse by asking in a way that tilt the nature of gifting towards fulfilling obligation.
Wrong way of asking: Hey, I know you were busy and have things to do. I've tried to ask A and B and C but they all were busy and couldn't help. It wasn't very important so it is perfectly okay if you say no. I just wonder if you can help me to....
(The more apologetic and the more you try to justify of having a need, the harder for the other person to give in a gifting energy)
Good way of asking:
I really have a need for cupcakes right now. Can you pretty please make me a cupcake? I will be oh-so-thankful!
(Just do whatever you can to make sure the other person knows and sees it as a request and not a demand)
When solving the problem
Focus on the need, not the strategy. ("I need to feel safe vs I need to stay away from X")
See the need, not giving the diagnosis. ("He needs to make sure he is financially safe vs he is cheap")
*Warning: This book starts slow.*