HIT Piece 08.18.2015 – #outrage

There’s an awful lot of fake outrage out there.

In the parlance of political writing—whether of the right or the left—the vast majority of what the web based and traditional media decides is worthy of reporting on and what isn’t, is driven by what type of emotional response it can generate from people.

The old catch phrase from the 80’s “If it bleeds, it leads” seems to have transformed in our own micro media saturated day to “If it creates a feeling of outrage in the reader, then it gets clicks.”

It’s not as catchy or as rhythmic, but you get the point.

The fact of the matter is, relevant, interesting, and tough decisions are made every day regarding conflicting desires that impact people in real ways: in their homes, their jobs, their civic and religious lives, and many other realms. These decisions deserve to be reported on via the web. I remember the great promise of content on the web—that it would be factual, long form, considered and consistent—rather than what it has turned out to be—clickbaity trash designed to engender an emotional response in a reader.

I have succumbed to the siren song as well—I am a writer, a content creator, a publisher, a marketer and a consumer. The key question in battling the rise—and spread—of fake outrage, is “What’s my role in perpetuating the problem?”

I’m going to struggle with this for the next year and when I have an answer, I’ll write about it here.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Advice] Expectations

Expectations are the mother’s milk of conflict.

They serve as the fuel that allows a conflict to grow, past the point of employing tactics that would be considered “reasonable” to the point of needing tactics that are unreasonable.

Expectations fuel conflict because they go hand-in-hand, with assumptions. Every party in a conflict knows that assumptions and expectations are deadly, but every party can’t always articulate why.

Here’s the why:

Assumptions exist in the individual minds of the participants in the conflict, their emotions, and their projection onto the other party. Assumptions are dangerous because they bind the other party in a box, not of their own making.

This box doesn’t allow for the creation of creative solutions to the conflict at hand. If anything, the assumption box leads to the same responses and reaction as those that created the conflict in the first place.

Expectations then come from assumptions, because human beings are pattern seeking animals. When looking for the patterns of migrating herds of beasts on the Great Plains or the Serengheti, pattern seeking is critical to eating and overall survival. However, in interpersonal relationships, in the 21^st century, pattern seeking comes from the expectation that what occurred in the past, is still what will occur in the future.

Expectations bind each party to the other in a dance of futility, disappointment and dysfunction. Often—as in families, businesses, and even civic and fraternal organizations—this dance becomes part of “the way we do things here.” Which, when the steps in the dance are questioned by outsiders, defensiveness arises, and calls of “that’s just the culture,” or “You don’t understand. That’s just how we do things here,” begin to be the guiding mantra for avoiding the change that conflicts inherently create.

Managing disappointment with emotional maturity, clarity, thoughtfulness, and with the ability to confront appropriately and effectively, is one of the ways to break the pattern of expectations, derived from assumptions.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[ICYMI] Unpacking Other People’s Laundry

Unpacking assumptions is the first piece of the engagement process with conflicts in your workplace.

It’s hard enough to be confronted by the results of our faulty assumptions, but it is even more difficult to begin to unpack beliefs, values and perceptions that we have held for years.

In a conflict, we fail to unpack three areas:

Our Assumptions: The things that drive us are the things that hold us back. Typically they begin with the words “should” or “ought.” Our assumptions also color how we deal with (or ignore/dismiss) the other two areas.
Their Assumptions: The things that drive the other party are either dismissed, ignored or not fully understood by either party. Those drivers typically are prefaced by “they should” or “they ought.”
The Problem’s Assumptions: “There is only one way to solve an issue and it’s the way that benefits us the most. And, people are most always the problem because they won’t change. Oh, and there’s nothing wrong with me in this situation that solving the problem won’t solve.” These few sentences serve to build a foundation for continued disputes embedded in the conflict process. They assumptions inherent in them act as a concrete base, never allowing the problem to inch toward resolution and shutting down engagement.

With the level of knowledge to which we have access these days, the hard work that matters involves caring enough to seek out resources that can help get past the uncomfortability, fear and cowardice of the results of unpacking before engaging in the process of resolution.

-Peace Be With You All-

Jesan Sorrells, MA

Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[ICYMI] Stories We Tell Other People

The stories that we tell other people in our lives (the cook, the waitress, the kids, partner, the co-workers, and the judge) tend to be of a different variety.

They tend to be “me” focused (as in “Can you believe that THIS thing happened to ME!”).
They tend to be really focused on convincing other people of the rightness of our position (as in “I’m a [insert positive adjective of your choice here] person, I don’t deserve this! Don’t you agree?”).
They tend to be structured to imprint over other people’s emotional content that they are generating about us and the story that they are hearing (primarily by using emotionally laden words, phrases, vocal tones and speech patterns).

The stories that we tell other people about the conflicts in our lives are focused around figuring out who’s on our side and who isn’t. Not about what was right, what was wrong or what was out of our control in the conflict.

Who are you trying to convince with your conflict story?

-Peace Be With You All-

Jesan Sorrells, MA

[Podcast] Earbud_U, Season Two, Episode # 2 – Chris Strub

Earbud_U, Season Two, Episode # 2 – Chris Strub, Social Media Maverick, Social Good Trailblazer, Finding the Niches Where Helping Meets Digital

[powerpress]

As an entrepreneur, the one thing that I struggle the most with—along with everything else—is the word “no.” When I say “no,” when I hear a “no,” or when I have to give a “no.”

Recently, I sat in on a ten week leadership class, provided through my local church. Stewardship, discipleship, working with others, and team development and management were all covered in this class.

I asked the instructor one evening, how do you say no?

I am a person who believes in experiences and sees the potential in others. But one thing that I have struggled with for years, is seeing potential in others that they don’t see in themselves. And then, after seeing the potential, I push them inexorably toward the excellence that I think I see in them.

After many years, I discovered why that is a horrible model for leadership.

There are two kinds of leadership, just like there are two kinds of power.

The one kind of leadership is the one that I just described. See the potential in others. Then push the people toward the development of—and realization of—that potential. The other kind of leadership is one that is built around serving your followers and allowing them the space to live out their potential in their own way.

The second model is the one that exemplifies our guest today on the show, Chris Strub. I’ve been a fan of his for years and, full disclosure, we used to work together before he was anybody. But this guy is blowing up now basically everywhere, and you’ll get to hear why in a little bit.

Also, in about a month here on Earbud_U, I’ll have an update about the super secret project that Chris alludes to on this podcast and how that all turned out in the Summer of 2015.

Check out all the ways to connect with Chris Strub below:

Check out his latest trailbalzing adventure, 50 states, 50 youth orgs. in 100 days on the web: http://www.teamstrub.com/

Chris’s Twitter feed: https://twitter.com/chrisstrub

Team Strub on Facebook: https://www.facebook.com/TeamStrub

Chris on LinkedIN: https://www.linkedin.com/in/chrisstrub

Check out Chris’s Photos on Instagram: https://instagram.com/chrisstrub/

Live Streaming Daily on Meerkat: http://meerkatapp.co/smallgnumber6/6dd11abf-1bc6-4cab-baa5-ae16d481fd17

Google +: https://plus.google.com/+ChrisStrub/posts

Check out Chris on YouTube: https://www.youtube.com/channel/UCZ32kX6XL9SAqrnY_FOkBXg

[ICYMI] Stories We Tell Ourselves

The stories we tell ourselves about conflicts and our roles in them, tend to have three characteristics in common:

Stories We Tell Ourselves

They tend to be incredibly personal,
They tend to begin with the word “I,”
They tend to primarily be focused on self versus others.

And, with the rate of personal self talk averaging around 300-1000 words per minute, per day, there’s a lot of storytelling going on out there about the world and our place in it.

Is it any wonder that we have such trouble hearing other people’s conflict stories above our own noise?

-Peace Be With You All-

Jesan Sorrells, MA

[Contributor] The Most Expensive Game of Follow the Leader

Follow on Twitter @AlexanderBGault

Money is an inescapable part of life.

A currency’s ups and downs, regulate how the whole country under it operates, how its people live and work, and how that country operates in the international sphere. Money is one concern that both the rich and the poor have together. The poor are focused on making it and the rich are focused on keeping it.

In the past 60 years, technology has involved itself more and more with the monetary systems. First, it was the ability to withdraw cash from an ATM, first developed for the banking giant Barclays in the UK. Then it was the ability to swipe a credit or debit card electronically, instead of using those ungainly carbon-copiers that captured a paper copy of your card for later charging.

And recently, the smartphone had made a foray into the monetary system. With the advent of NFC technology, smartphones can now be used as credit cards. By linking your account to an app on your Android or Apple device, you can leave home with only your phone and ID and still make it to that shopping spree with Betty at 5.

But what does this mean for money?
Does this progression from the physical mean death for the dollar bill?
Or does this control of corporations over your money mean privatization of the monetary system?

While the future of the dollar, euro, ruble, yuan, or peso remains unclear, what does present itself in crystal clarity is that culture around money has changed. Instead of an inn-owner hiding his life savings in a lockbox in the attic, as was usual in the early 18^th century, a business owner has all his income held in the First National Bank down in town.

Instead of people hiding how much money they had, expect in the case of the very rich, for fear of it being stolen, it’s common for people to flaunt their money. Everyone knows that one person who seems to find any reason to talk about their salary, or what’s in their bank account, or the square footage of their house. Money has become a bragging point, and this is most visible in the high-school generation of today.

Status symbols have become central to youth culture today.

From Beats headphones, to Jordan shoes, to BMW or Mercedes-Benz cars, the youth of today covet items more than ever before. In some ways, it could be the fault of the internet. Now, everyone follows their favorite celebrities and athletes on Twitter, and when that celebrity lets drop that they have the new ______, everyone following them suddenly wants that item.

It’s the world’s most expensive game of Follow the Leader.

Not helping the issue is the fact that now, it’s easier than ever to buy things.

Amazon is only a click away now, and if you’re one of the few who bought an Amazon device, it’s only a tap away, or even less. With the introduction of multi-site cookies that track your interests and purchases, the things being shown to you are so tantalizing to your personal tastes that it’s almost impossible to not take Amazons suggestions “based on your history”.

The combination of the intangibility of money, combined with the spread of consumerism and the prevalence of easy-buy items in today’s society makes for a lethal cocktail of irreverence for the stuff that was thought up to simply make trading easier, but has turned into the second-most important thing to air for much of the modern population.

Money was never mean to take us over. Its whole aim was to simplify the trade of goods.

But as we saw with the telephone, sometimes our ideas turn into something not necessarily equal to what we expected.

—

Alexander Gault-Plate is an aspiring journalist and writer, currently in the 12^th grade. He has worked with his schools newspapers and maintained a blog for his previous school. In the future, he hopes to write for a new-media news company.

You can follow Alexander on Twitter here https://twitter.com/AlexanderBGault

—–

HIT Piece 07.21.2015 – How I’ll Be Spending My Summer Vacation

There are four seasons in the United States.

The second season is the one where not much work gets done. Deals don’t get struck between the months of June and September. People take vacations. Families try to get away.

I’ve heard the same thing happens in Europe.

During the month of August, I am taking a break–a vacation, if you will–as well. I have developed sort of a European approach to running HSCT, however, I am still planning on doing three things every day:

Writing these posts
Thinking deeply
Reading (or completing volumes in various stages of bookmark migration) the following books (click on the title to get the link to check out the book on Amazon):

Clearly, I’ll be busy.

Enjoy your vacation—if you’re taking one—and take some time to read, write, and think deeply.

-Peace Be With You All-

[ICYMI] Top 5 Workplace Conflict Stories

There are 5 workplace conflict stories that we tell ourselves.

They are based on the five typical stories that people have always told themselves, whether camped around a fire in the woods, or in the dark watching a Hollywood blockbuster.

Except that these stories have different acts, because…well…they happen at work.

The Quest story typically describes a hero’s pursuit of an unattainable goal. At work, the words that begin this story are “I worked really hard on this project and now…”
The Love story at work typically describes the process of falling in love with an organization, a project or an ideal. At work, the words that begin this story typically are “I really want to get along with everybody, but…”
The Revenge story is the one story at work that is typically mixed up with a lot of other stories. And that’s typical because this story tends to permeate most workplace conflicts. At work the words that begin this story are “I know that I was right and here’s why…”
The Stranger-In-A-Strange Land story is the hardest to identify at work because this story may hide a passive aggressive Revenge story. Sometimes, the words that begin this story are “I don’t know what anyone else is doing here, but I think…”
Finally, the Rags-To-Riches Story (or Riches-To-Rags, take your pick) is the story that comes from entry level and new people in an organization, but to other, more seasoned employees, it can come off as annoying. It typically begins with “I know I just showed up here, but at my last job this happened…”

Thinking about those five stories, how many have you related to yourself (or to others) in order to justify conflict situations and responses in your workplace?

-Peace Be With You All-

Jesan Sorrells, MA

Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Strategy] 0 to 1 for the Peacebuilder

In every industry, there are zeros and there are ones.

Zeros have the advantage, because they understand something fundamental that all of the ones who follow them do not: Innovative thinking, processes, relationships and much more, lead to dominance in the marketplace of ideas, products, processes and services. Peter Thiel, the venture capitalist, wrote about this phenomenon in his book [link here] Zero to One.

Don’t believe us?

Well, there were a lot of car companies before Henry Ford took the assembly line process apart, and re-engineered it, piece by piece. That was his “zero” innovation.

There were a lot of search engines before Google came along and developed an algorithm so that a consumer could search the Internet like a dictionary and that businesses could buy words and terms in auctions. That was Larry Page and Sergey Brin’s “zero” innovation.

There were a lot of (and there still are) gourmet chefs before Gordon Ramsey, Anthony Bourdain, and many others came along, each with their own innovative approaches (“zeros” all) and offerings for the marketplace.

In the field of peacebuilding, there are a few zeros, people who have innovated “outside of the box” in their approach and philosophy around building a peaceful world: Kenneth Cloke, Christopher Moore, Bernard Mayer and a few others, such as William Ury and Roger Fischer.

The next zero in the world of peacebuilding will be the innovator who accepts and integrates the digital landscape into peacebuilding, from content creation to platform building to gaining client’s trust through the use of data gathering and implementation tools, the field of peacebuilding—conflict resolution, mediation, arbitration, negotiation, diplomacy—must move forward in the digital world.

There are people—pioneers really—who are making the jump, from Colin Rule to Jim Melamed and even Giuseppe Leone and David Liddle. But it’s not enough.

The distance between the first mover, the zero, in the marketplace and the one, the first follower, is huge. For an example of how huge, remember that Yahoo existed well before Google and now, in both market share and influence, it is light years behind Google.

In the field of peacebuilding, the zero who innovates first to the marketplace on the building of a more peaceful world, will be light years ahead of whoever follows them, or whomever they overtake who believed that they had first mover advantage initially.

Want to find out more about the process behind being becoming a first mover in the peacebuilding marketplace?

Then download the FREE eBook from Human Services Consulting and Training (HSCT), The Savvy Peace Builder by clicking the link here.

-Peace Be With You All-