HIT Piece 9.6.2016

Every day of the week, the month, and the year, is Labor Day when you’re in conflict.

Conflict with family, friends, enemies, co-workers; the bandwidth to actually deal with each scenario and relationship in a healthy way, diminishes with each passing moment.

But then, sometimes, through mixing and applying a heady cocktail of avoidance, accommodation, and collaboration, the labor becomes less, well, laborious.

The emotional high that goes along with establishing this sort of safety in the group (thanks to a calmed fear response deep in your amygdala) can last for many days…sometimes for many months.

Until you forget and the next conflict flares up.

Because it’s scary to deal with the problem underneath, and drinking heady cocktails (metaphorically), can always be used as a substitute for the real action of confrontation.

[Opinion] A Modern History For Labor Day II

There’s a lot of political commentary floating around about the perils of income inequality.

A Modern History For Labor Day II

This issue—which can lead to conflicts—is mask for a much larger, more pervasive, and more pernicious kind of inequality though. And this conversation masks discussing the core question, buried deep inside the second type of inequality.

Here’s the question that a conversation around income inequality can‘t touch: Why do some people become “successful” (whatever that means) and other people don’t (whatever that means)?

Labor Day is a day to focus around outcomes and inputs:

  • Labor is an input. Work is an outcome.
  • Effort is an input. “Success” is an outcome.
  • Childhood is an input. Adulthood is an outcome.
  • Actions are inputs. Consequences are outcomes.

Conflicts come about when there is an avoidance, an accommodation or an attack as an outcome related directly to deeply held perceptions about the nature, range and efficacy of a particular consequence, for a particular action.

Different people respond in a random variety of ways to inputs and outcomes, consequences and conflicts.

Trying to focus on equalizing responses—and thus removing the risk of conflicts related to differing outcomes—is an exercise best left to academics, politicians and political commentators on the news.

The celebration on this day should be about how successful and persuasive efforts have been (inputs) to create different, and materially better, outcomes, rather than continuing to circle the room, searching in vain for better outcomes.

-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/

[Opinion] A Modern History For Labor Day

“Eight-hour day with no cut in pay.”

Working for a $1.50 a day, 60 hours a week, during a six-day work week is enough to make any American decide that enough is enough.

At least, it was during the last twenty years of the 19th century.

The last major economic disruption of technology, society, culture, politics and economics occurred at the beginning of the Industrial Revolution.

We who are living through the second decade of the 21st century, are going through another series of major economic and cultural disruptions right now and have been for at least the last 20 years.

The history of Labor Day though, tends to be forgotten, in light of the seemingly never ending, daily stream of reportage around conflict, uncertainty and social disruptions.

What does this have to do with Labor Day and the establishment of an eight hour a day/forty hour work week?

People these days, seem to do more work for less compensation, and this is the core of the issue of Labor Day, because, inherently, more money equals more happiness, less conflict, lowered uncertainty and more peace.


Well, if that were so, we would never need a day to celebrate the end of the summer and—tangentially—the eight hour work day.


-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/