Why So “Serious?”

Amid the theater and drama surrounding the very real conflict around the 2013 government shutdown, the Affordable Health Care Act implementation and other events in Washington DC, we are a little surprised here at HSCT to hear one word fall consistently from our government leaders’ lips:

“Serious.”

Why_So_Serious

As in, “I won’t negotiate without serious reform on the table.”

Or

“I won’t talk to [Insert name of politician/political party here] until they make a serious offer for change.”

Now, part of our role here at HSCT is to teach people how to negotiate. We teach how to navigate stonewalling, interests, judgments about the future, risk tolerance, and time preference. In addition, we cover lessons around framing, communication and the use of deceptive tactics.

We’re also not naïve to the whims and modes of American political history and realize that there have been “budget battles” in Washington DC that looked intractable, but that eventually produced workable compromises between governing parties.

However, nowhere in our training or in our experiences, were we ever taught to not negotiate until the other party became “serious” and made an offer we could live with before beginning the bargaining process.

This all kind of puts us in mind of The Joker in The Dark Night .

He didn’t want to negotiate until Batman was “serious” either. And yet, somehow, negotiations (such as it were in the film) moved forward anyway.

And that’s what has us so surprised.

After all of the bluffing, deception, and everything else, we are absolutely sure that the debt ceiling, the government shutdown and the Affordable Health Care Act implementation will be resolved one way or another.

But, when people in power harden their positions—as do their followers, the pundits and the casual observers—the chances that, to paraphrase from The Joker “everything burns,” become that much more possible.

Why then, is there such emphasis on “serious?”

-Peace Be With You All-

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

[Opinion] The Conflict Games

The most raw experiences participants and audiences still have in the world is the experiences they share in the arena of sports.

In an era where most of the news is known before it can even be digested, the realm of sports offers people an opportunity to experience something almost unknown these days: the unknowable outcome.

Will she make the jump over the horizontal pole, or not?

Which car will cross the finish line first without crashing?

Will the team who has an undefeated record lose this week?

The thrill of victory and the agony of defeat.

Unknowable outcomes move people with the drama, the action and suspense of story, without all the prefabricated feel of false entertainment. And when we live in an era where “reality stars” appear to be ever more fake and ludicrous, sports offers hope of seeing a genuine person perform well—or fail miserably.

We read an article recently about the growing popularity of cross fit in the United States and a trainer was quoted as saying: “There’s no bullshit in sports. Either you can lift the weight or you can’t. You say that you can deadlift 450lbs, well then let’s put on the plates and see.”

Brilliant analysis.

It also applies to conflicts.

Conflict and peace are unpredictable and, much like sports, just when you think that you know the score or the outcome, someone, or something, can sneak in for the win or the tie.

In a conflict, there’s plenty of bupkiss floating around, and its tough when the stories we tell (which are heavier than any weight we could possibly deadlift) are piled on the bar. And then, the people opposite us may tell us that “Either you can lift it or you can’t.”

But the unknowable outcome still drives us in sport and in conflict. So, we here at HSCT have a proposal: What if we had an Olympic Games for conflict management, peace building, coalition forming, collaborative law and conflict resolution?

Would anyone show up to watch that thrill and agony?

-Peace Be With You All-

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

Don’t Take on a Client Who Can’t Answer These 7 Questions

As a conflict consultant, mediator, conflict coach or a motivational speaker, are you continually frustrated when you arrive at a clients’ business and they immediately hit you with a problem that they want solved cheaply, immediately and permanently?

The_Self_Determination_Of_Experts

They want you to come in, put on a Band-Aid and then leave, but not before answering these questions laid out here http://tinyurl.com/q9ef9no.and if you can’t, then getting thrown out of the door. Or never getting a callback on a project that you know your skills would be perfect for.

And if you can’t answer them to the client’s satisfaction, then you risk getting thrown out of the door.

Or never getting a callback on a project that you know your skills would be perfect for.

Meanwhile, as a professional with years of, not only academic experience, but also practical experience, you can tell from the decision maker’s, or gatekeeper’s, immediate description of the conflict or issue, that the problem is so much deeper. And that a cosmetic solution is not going to work.

And that a cosmetic solution is not going to work.

Here are seven questions to ask they about their business that will help you weed through the clients who are seriously committed to changing their organizational cultures from those who are only committed to the now, the immediate and the solution that will keep them out of litigation.

  1. What kind of conflicts do you have in your business right now? Every business has conflicts: Between managers and managers, between employees and managers and between executives and management. If the client isn’t self-aware enough to acknowledge that honestly, then that’s a problem.
  1. How are your responses to conflicts living up to the core values of your business? Punting (avoidance), false empowerment of employees and managers (accommodation) or going to legal and then firing somebody (attack) are all responses to conflicts. Sometimes the responses are representative of true core values, not the ones published on the masthead.
  1. Have you ever failed personally at resolving a business conflict? Again, the decision maker or gatekeeper should have a certain level of self-awareness and accountability around all their business decisions: from the fun financial ones to the difficult personnel ones.
  1. What non-HR, non-legal related systems do you have in place currently to manage employee-employee and employee-supervisor conflicts? HR exists to understand laws and regulations, to engage in on-boarding new employees and to retain older employees. Legal exists to litigate, purely and simply. Neither of these departments in an organization are always useful for dealing with behavioral, cognitive based conflicts in a business.
  1. How do you let people go? Organizational cultures grow up around three areas: recruiting and hiring, training and retaining and firing and laying off employees. How the last area is addressed is key to understanding how deep organizational dysfunction goes.
  1. When was the last time you examined how you deal with conflicts in your business personally?This reads like a therapeutic question, but decision makers and gatekeepers are people first before anything else. And everybody learns how to address difficulty starting at home as a child.
  1. We have been talking for 45 minutes now, describe for me how you see me challenging your business culture to evolve and grow? Resolving conflicts, teaching new skills to employees and managers and addressing engagement requires businesses to evolve in their business models.

This is inherently a challenge, but such radical growth allows a company to shift in an economy increasingly built on a model of not only clients but also employees, acting as brand ambassadors on social media, word-of-mouth and in a collaborative economy.

And really, all of these questions, for you as a conflict resolution professional, should serve to provide you understanding and to answer the real question: Are the clients open to the hard, disruptive challenge of true, meaningful and lasting change, or do they just want a cosmetic, Band-Aid application?

-Peace Be With You All-

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

Cui Bono? Who Benefits From Systems Design

NonVerbal Communication

  • Businesses like human resource departments.
  • Businesses like lawyers and law firms.
  •  Businesses like profits and positive media attention.
  •  Businesses don’t like bad press.
  •  Businesses don’t like lawsuits.
  •  Businesses don’t like regulations, changes or business environment uncertainty.
So, why don’t more businesses have a system, or systems, in place to effectively resolve conflict?
Firing somebody is not always an optimal solution.
Demoting somebody does not solve a problem.
Ignoring and whitewashing issues does not decrease media attention or focus. In fact, it may actually increase the attention.
In a world where everyone is increasingly connected and “on” almost all of the time, it’s more profitable in the long term for a culture to be developed in an organization that allows for conflict—and conflict based issues—to be resolved, rather than ignored, paid-off or hushed up.
But how can businesses get there, from where they are now?
Systems design is the linchpin to developing a coherent and integrated overall organizational culture that can build healthy teams, increase productivity and employee engagement, and increase profits and revenues in the long term.
Culture matters, and in large or small organizations, where multiple people come from multiple backgrounds, representing multiple cultures, intercultural communication can only happen effectively, when an organizational culture exists that promotes openness, honesty and healthy conflict.
Workplace bullying, demotions, loss of productivity, lack of effective forward motion, these are all symptoms of a greater disease. And in a world of brand based, connective media, symptoms can spread a disease faster than any inoculations can stop it.
-Peace Be With You All-
Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email: jsorrells@hsconsultingandtraining.com

On Liberty, Wikileaks and Sullen Paranoia

“We in this country, in this generation, are — by destiny rather than choice — the watchmen on the walls of world freedom.” John F. Kennedy
In America, we pride ourselves on freedom, first amendment rights and the ability to have extensive privacy protection.

Yet, Wikileaks, Edward Snowden, Bradley Manning, Big Data and other intersections between the government and corporations sharing information to either get us to buy more, spend more, or to just watch us more, has put to lie some of these freedoms.

Enough Americans still see this country as the “Home of the Brave,” but less and less so over the last few years.

However, there is nothing that couldn’t be recaptured about the freedom to be left alone, inherent in our American freedoms, by replacing a few legislative leaders and by rethinking how we look at the cultural and social implications of privacy.

Two articles, one from Jules Polonetsky  and one from Peggy Noonan make the point that, while personal-public behavior may change in the short-term, due to surveillance and monitoring, in the long term, such efforts serve to create a nation of, in essence, sullen, paranoid, people: Angry and pessimistic at being watched constantly, but unable to stop it and believing that it is everywhere.

The balance between the result of every click, search and posting being held against me and government and corporations being able to interrupt me constantly with marketing and appeals to buy or support more and more stuff, has not been worked out fully in the American public sphere yet.

Fortunately for all of us, the American public will figure out how to resolve the tensions in this conflict, long before the laggards and late-majority in governments—local, state and federal—will.

-Peace Be With You All-

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

On Leads, Or How to Sell What Clients and Organizations Don’t Think They Need

No one needs help resolving conflicts.

#NoOneNeedsConflictResolved

People need help communicating. People need help leading and figuring out leadership. People need help managing other people. People need help with figuring out “how to talk to annoying Aunt Janet and Uncle Mike.”

But no one needs help resolving conflicts.

When put on the spot, 9 times out of 10, people will be unable to identify a conflict they are having in their life, that is impacting them at a level where they may need conflict engagement skills services.

However, the person standing next to them—wife, husband, friend, brother, sister, aunt, uncle, niece, nephew—will be able to zero in on where the person is deficient in their approach to a conflict.

But, it’s not the person standing next to the person who can’t think of a conflict they need help with that’s the problem: The problem is that the dysfunction of unresolved conflicts is so normalized that it’s no longer seen as a problem.

Case in point:

Him: “So, what’s your business?”

Me: “I’m a professional conflict engagement consultant. I help small businesses, higher education organizations and churches engage with the conflicts in their lives.”

Him: “So, can I get your card?”

Me: “Sure.”

Him: “So, I guess I would bring you in say if I had problems managing the 40 or so staff members that work for me?”

Me: “That’s precisely where I would be the most help for you.”

Wife: “Hey!” “He could help you out with the argument you had with your daughter this morning!”

Him: “What am I gonna do, huh!? She’s gotta come into work at least once a week. I understand that she’s got an issue, but c’mon already!”

They both laugh. The wife rolls her eyes. They walk back into the restaurant.

No one needs conflict resolved in their lives. Until they actually do.

-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/

Big Data, or How I Learned to Stop Worrying and Love Federal Data Gathering Centers

Ain’t gonna need to tell the truth. Tell no lie. Everything you think, do and say is in the pill you took today.”–Zager and Evans

There is a direct line between the rise of GMO’s, the enthusiasm with which “Big Data” is being adopted, the coming of Google glasses and other wearables, the prevalence of Federal Government “data centers” (7,000 at last count) and the ubiquitousness of cameras on stoplights, street corners, and in city parks.
This line overlaps with mobile device tracking, police and the NSA monitoring your cell phone calls and Internet searches, and the coming of “the Internet of Everything.”
This line is followed ever so casually, by the prevalence of laws and policies designed to provide a benefit (i.e. the Affordable Health Care Act, among others), but that tangentially allow larger and larger private and public bureaucracies to burrow deeper and deeper into personal behavior choices that we make on an individual and societal basis.
The intersections all meet at a point of behavior monitoring, or “nudging,” of private individuals into buying acceptable products, acting in acceptable ways and making sure that everybody else does the same.
In the arena of conflict resolution and peace building, we here at HSCT find the idea of behavior management or behavior monitoring by large, faceless, entities to be–well, “creepy” (as the kids are wont to say as they Tweet out every instance of their lives looking for connections)–and authoritarian.
Dare we say, all of this progress smacks of Orwellianism.
Now, before we are accused of wearing tinfoil hats and searching the skies for black helicopters, we have an “early adopter” curve for you to make our next point.

Now, early adopters are the people who will buy the I-phone when it’s brand new and will probably buy the first pair of Google glasses at $200 a piece.Your folks in the middle–the early and late majority– are most of us.  They will buy a smart phone from Wal-mart two years from now and only because their friends all have one, so “why not?”

Your third group is at the end of the curve. The laggards are the people we all know who still have VCR’s and will never buy Google Glasses because they’re either paranoid about Big Brother, or they just don’t care.

The anti-GMO people…
The anti-CCTV camera people…
The ACLU…
The guy who drives around town distributing a mimeographed, weekly paper, out of the back of his car which is full of garbage and may or may not have an animal in the back.
These are your laggards.
Moreover, it is the behavior, choices and conflicts that this group of people present, that confounds, distorts and affects bureaucratic “thinking” and policymaking, and leads to more and more talk of “the Internet of Everything.”
Now, mugging people of their autonomy, independence and free will and limiting choices, stands in opposition to peace, in our opinion.
The right NOT to participate is the most sacred right in the Constitution.
This sacred right, to go off on one’s own, creates conflicts with other individuals and societies.
However, peace is NOT the absence of conflict.
The false promise of all of these technologies is that by everyone, everywhere, at all time, having their behavior, choices, ideas, attitudes, conversations and thoughts, confirmed, conformed, reformed, and reconstituted, for the benefit of the lowest bidder; that somehow, that act of “tamping down” the unruly nails, will ultimately lead to some sort of man made Utopia.
That is NOT peace.
That is TYRANNY.
Let us all become vigilant watchmen on the walls for peace.

-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/

[Advice] Masculinity in Conflict-George Zimmerman/Trayvon Martin Edition

“Our fathers were models for God. If our fathers abandoned us, what does that tell us about God?” -Fight Club

“We used to have the church. Which was another way of saying, we had each other.” – The Departed
“The six scariest words in the English language are ‘I’m from the government and I’m here to help.’” -Ronald Reagan
Conflicts-Are-The-Symptoms

The opinions of the media, the social justice community and the black community have been largely monolithic. Speaking with one voice, they have roundly expressed outrage over the result through social media outlets, on the internet and in traditional media.

We here at HSCT have an opinion on the case and the verdict, however, we start with three caveats:

  • We were not in the courtroom and with the exception of details we have gleaned from the aforementioned outrage, have no ideas about the facts of the case.
  • We were not the jurors, the judge, the prosecutor, the defense attorney, the investigators, or anyone else who had direct access to the facts of the case.
  • We were not in the courtroom and did not hear one of the facts of the case, presented in evidence, during the trial, nor did we watch one moment of the trial coverage.

However, from the 50,000-foot up level, we recognize the ripple of conflict, brought on by a confrontation, occurring in a society dealing with difficulties in many areas, including race, gender, power, attention and advocacy.

With that in mind, we reprint here a blog post Masculinity in Conflict that we wrote back in December of 2012 following the Sandy Hook school shooting.

We here at HSCT believe that the same, core issues around misplaced masculine power that were in evidence then, are in evidence now, both in the 17 year olds’ actions as well as the 29 year olds’ response to those actions.

When are mature, responsible men going to start “fixing” other men and young boys so that events like this do not have to happen anymore?


We were hesitant to even comment on the killings in Connecticut this week in this forum, because here at HSCT, we have a core value that all life is precious and that all lives have value.
We particularly hold this value dear for people who cannot defend themselves adequately in the world, such as the mentally ill and children. Both of those groups were impacted by the actions of one mentally ill individual.
We tend to also wait until all the facts are in and then make a judgment about a situation, and over the last six to seven days, with a speed never fully imagined in a world before social media, we have been held breathless and traumatized by the changing facts of the hour on the ground.We here at HSCT take no official position on gun control or assault weapons bans.

We do note , however, that gun-related violence and gun based crimes in places where such bans are in effect (such as Chicago and other major metropolitan areas)  runs rampant, with black on black murder rates, that make what happened in Connecticut look like exactly what it was: random and senseless.

We take no official position on treating the mentally ill. We also take no position on survivalists and people who fear the “End of the World” or economic collapses.

However, we do take a position on conflict and we do take a position on ways to avoid, ameliorate and prevent conflicts form occurring in the first place.

And in this case, the most glaring issue is not access to weapons or mental illness (those have been with us since Abel killed Cain, or two monkeys slew each other over fruit, depending upon your belief system). The most glaring issue is one, which we have spoken little about at all:

Masculinity.

What does it mean to be a man?

How does a young child grow into a boy and finally, through the throws of the teenage years to be a man?

How does he honor, respect and protect himself? What emotions is he allowed to show, express and experience?

We have a crisis in the world, and it is with our young men: young men ages 12 to 35 commit the majority of violent crime. Restless and bored young men commit the majority of rapes, murders, robberies and assaults. We watch as young men in this country play video games and consume media that passes along messages that violence and anger are appropriate methods of resolving conflicts with others.

We compound our problem by medicating young men for ADD and ADHD when in the past, they would have been put out to push a plow or work in a factory to wear themselves out.

And then we wonder at their behavior. They lash out aggressively after years of bullying and violence that they have seen: Unable to talk to parents, educators or even each other. They feel alienated from females and from education: Some colleges are almost at 60% female 40% male and the male dropout rate in the first year of college is criminally underreported.

So….who’s to blame? Who’s responsible for all of this? To whom can we point? What government agency or law can be passed to “fix” this so that we can return to our lives?

One group is responsible for all of this and can fix it effectively and one group alone:

Men.

Let me restate that in case you missed it: Responsible, mature, steady adult men have an obligation to mentor, coach, advise and raise (yes, I said raise) the next generation of men. And too many fathers, brothers, uncles, grandfathers and others have failed miserably at that task.

The “why” is unimportant; what is important is that men have abdicated this role for too long in our society overall and in families in particular:

  • They have allowed unscrupulous males to abuse and molest innocent young children;
  • They have allowed the state to step in where they should have years ago;
  • They have not partnered with women; instead they have allowed women to take on more of the blame and the responsibility for the failures of men and boys to acculturate to our new society and culture.

It’s no mistake that the killer in Connecticut was taken to the gun range by his mother and taught to shoot.

Men have to stand up and say that emotions and feelings are real and that they feel them and that anger is not a primary emotion: disgust, fear, worry, betrayal, love, grace, and on and on.

Men have to stand up and be responsible for their own reproductive, mental and physical health: Go and see a therapist and talk about the experience. Go and talk to a religious leader and talk about that. Wrap your tool in a condom and talk about being with one person monogamously and how fabulous that is. Go to the doctor and talk about how that restores you as a man and makes you stronger.

Men have to take their sons, nephews and grandsons and hug them every night of their lives and tell them that they love them and that failure is only temporary and that the world, while scary, can be conquered through hope. Men have a responsibility to teach and mentor the next generation to remember that a child is more than a support payment or a burden and instead is a gift that comes with a price.

Men have to take their daughters, their wives, their aunts, their mothers and their grandmothers and demonstrate that honor and caring are strengths, not weaknesses.

Men have to stand up and say that bullying someone because of color or sexual orientation is cowardice and that understanding comes, not from the media or the pundits, but from talking through differences and accepting them.

Men have to stand up and show that being physical and being strong are two different things.

Men have a lot of responsibility to take responsibility for, before shootings and murders stop, before violence is banished; but if we don’t do it now, more kindergarteners will die, more mothers and parents will wail, more laws will be passed and the problems will continue.

-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/

Guest Blogger Joshua Munchow: Oh to be a Maker, Pt. II

“Who makes the world? Perhaps the world is not made. Perhaps nothing is made. Perhaps it simply is, has been, will always be there…a clock without a craftsman.”–Dr. Manhattan

In part one of our two part series, guest blogger Josh Munchow introduced ideas of struggle with the world, struggle with clients and their desires, and the limitations that applied design operates under in order to satisfy needs.

In part two, Josh goes deeper and explores some conclusions for us a consumers of his and the good folks at Formation Design’s, talents and skills.

Please take the time to read Josh’s words and perspective and follow him on Twitter @JoshuaMunchow.
By the way, we here at HSCT want to emphasize that Joshua’s words and perspective here in in part 2, reflect the views, policies or approach of Formation Design Group, Inc.
They are his own and we appreciate them.
Please take the time to contact Formation Design Group, Inc. for all your product development needs.
Formation Design Group
555 Dutch Valley Road
Atlanta GA 30324 U.S.A.
T   404.885.1301
F   404.885.1302
Twitter: @FormationDG


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The partners at Formation Design Group, where I work, are great at managing client expectations while giving it to them straight.
Oh To Be A Maker
I realize that this, in my opinion, is the best way to solve any and all conflicts; speaking with pure and  non-judgmental honesty.
Different people have different styles of discussing problems and searching for solutions. There are many people who have grown up in communities (like central Minnesota where I was raised) that utilize passive aggressive tendencies to deal with problems.
While this does ease the outward stress of a conflict, no one ever really knows what the other is thinking and it keeps people guarded and communication suffers. If people, including anybody reading this, can approach a conflict, miscommunication, or faulty expectation with honesty and humility, real progress can be made.
This is a learned response that I have been developing over time, approaching a problem with ONLY a vested interest in finding a solution and NO interest in simply being right. It just happens to be very tough when you made/designed/invented the solution that nobody likes.
The main reason that conflicts arise in the creative field is that egos are poked, qualifications are always being challenged, and money is at stake for a range of yet intangible things. The less vital an object or idea is to basic human life, the more opinions can tear apart an entire project.  This is where my true passion enters this equation. I have every intention of pursuing my goal of specializing and plan on training to become a watchmaker.
By watchmaker, I mean that I will make mechanical watches from scratch, by hand, one at a time. So thinking about it, that industry (I have to admit) might have the toughest job when it comes to conflict simply because the need for the products just isn’t there. A luxury product that has been replaced by inexpensive technology must create a large amount of differing opinions all the way up to the top. To be a successful company in that industry, they must have learned to get everyone from the designers, engineers, managers, and marketing to agree to a common goal simply to sustain existence.
 So I leave you with this; No matter what industry you work in, or whatever the reason for your conflict, you must remember that having to be right almost never settles a dispute and honesty will always get to the critical facts faster than sidestepping, defensive, passive aggressive behavior. I won’t claim to be an expert on the facts of conflict resolution, I am maker if you remember, and I will leave that to professionals.
I simply know what has worked for me and others in my profession and maybe it can work for others. It’s not too complicated, but also it’s not easy. Many people struggling with conflict resolution should meditate on this: If everything you ever did was wrong, then the opposite would have to be right. Don’t be afraid to be wrong, be overruled, or outvoted. Take satisfaction on finding a good solution, everything else is just gravy.
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-Peace Be With You All-
Jesan Sorrells, MA
Principal Mediator/Consultant
Human Services Consulting and Training (HSCT)
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[Offer] What Does it All Mean?

The way you get meaning into your life is to devote yourself to loving others, devote yourself to your community around you, and devote yourself to creating something that gives you purpose and meaning.” – Morrie Schwartz
Our principle conflict engagement consultant, Jesan Sorrells, is often asked on sales calls for Human Services Consulting and Training (HSCT) a very interesting question by potential clients, customer and vendors:
What does HSCT stand for?
HSCT’s stance, approach and core, are best defined through our brand’s tagline, “Helping YOU ethically attain PEACE in YOUR life.”
Our tagline is more than just a witty phrase, or a method of branding; it reflects and defines the mission, values and vision for our consultants and our company.
Like many this week, we watched the events in Boston following the bombing at the Boston Marathon with a mixture of many emotions.
The subsequent manhunt and capture of the alleged bomber, and the subsequent information that was revealed about his upbringing, brought us back to the events at Sandy Hook, Connecticut last year.
We don’t know what to make of all of this yet, but we here at HSCT would like to take the time to encourage you to read our post from December 2012, “Masculinity in Conflict” here (http://www.hsconsultingandtraining.com/masculinity-in-conflict-george-zimmermantrayvon-martin-edition/) and let us know what you think by commenting below or sending us a brief email at jsorrells@hsconsultingandtraining.com.
And, check out our offers page –> http://bit.ly/HSCTOffers for FREE downloads, and more!
-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/