Program Summary
DYNAMIC INTERACTION NEGOTIATION PROCESS:
1. Presentation
2. Response
3. Free Discussion
4. Clarification
5. Set a Goal
6. Brainstorm
7. Plan
8.
Temperature Check
9. Amendments
10. Summary
11. Assign Responsibilities
12. Assign Power
Responding to vulnerability with nurturing or caring is very powerful. It helps us build trust and makes successful resolutions easier to accomplish.
Your anger is by its nature an attack that causes other's to feel
attacked, triggering their defensive (fight, flight, or freeze) response.
Responsibility can lead to friction with others, and interactions with others are usually required for you to fulfill your responsibility.
Anger is natural and spontaneous.
Anger is always your "2nd emotion".
Grounded is a state of being, not an emotion.
You cannot negotiate or limit set without the power to issue consequences.
Three arguments that makeup 90% of the arguments that we may have.
"Who’s Right" Fights - What was said, What was done, What is real.
Interaction Agendas
We have identified four kinds of agendas that people bring
to interactions: venting, requesting, negotiating, and limit setting.
THE RIGHT TO SPACE
Each of us has a right to be alone – to not interact with others at times. The right to disengage from any interaction is
essential to stopping verbal and physical fighting. To be able to take space, we need to have a sense of our own personal boundaries and the skill to set limits assertively (not aggressively).
THE RIGHT SAFETY
Each
of us has the right to not be abused, verbally or physically, by others.
Solving problems at work, whether with one other person or a team, is not just a matter of presenting your argument and manipulating others to
get what you want.
Insight, Internalize, and Integrate
To fully understand how Humanistic Interaction can be successfully used, you must develop insight, internalize these insights, and integrate this learning in to
your normal behavior.
