No one will ever know what you know, in the way that you know it, as passionately as you know it, and care about it as much as you do.
So, that solution that you “know” will “work” for the office conflict that’s been going on for years?
The reason that no one is joining you, yet, in adopting your solution, is because the other parties are equally convinced that their solutions will work just as well.
And they are just as passionate as you.
And they are just as caring as you.
And they know just as much as you do about the situation.
And they know what they know in the same way that you do.
So, since all the parties involved are passionate, caring, knowledgeable, and willing to work to get to an equitable solution, why hasn’t there been a solution (yours, of course) accepted and implemented in the last few years?
A lack of desire to explore the skill set of persuasion is at the core of your problem. And the art of being persuasive (along with understanding the science of why persuasion works—or doesn’t) is a key skill set (enveloped inside storytelling) that many well-meaning, solutions-oriented people, miss.
And the art of being persuasive (along with understanding the science of why persuasion works—or doesn’t) is a key skill set (enveloped inside storytelling) that many well-meaning, solutions-oriented people, miss.
Often by a country mile.
The reason why art convinces more than science does is that persuasion is about emotional connections, rather than logical, data-driven solutions to endemic conflict problems.
So, since no one will ever know what you know, in the way that you know it, as passionately as you know it, and care about it as much as you do, then perhaps it’s worth exploring persuasion as a skillset. rather than complaining (or storytelling) more to sympathetic audiences and ears, about how “they, just don’t ‘get’ it.”
Rather than complaining (or storytelling) one more day to sympathetic audiences and ears, about how “they, just don’t ‘get’ it” down “there.”
