Browsing the archives for the control tag.
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The Power of Vulnerability

The human mind

Social work professor Brené Brown gave a startling TED talk a while back, and her basic point was this: we usually want things to go a certain way. We usually want to be able to predict what happens and for it to be something we’ve identified as good. What we don’t want is to screw up, to look bad, to open ourselves up to pain, loss, or embarrassment, or to invest ourselves in something that doesn’t pan out. Yet Brown makes a compelling case that without the willingness to be vulnerable, we shut ourselves down and make it impossible to enjoy or make the most of our lives.

To tell you the truth, I’m especially enthusiastic to share with you Dr. Brown’s following TED talk, but it’s important (and rewarding!) to see this one first. If you’re not already one of the roughly 8.5 million people (at the time of this writing) who’ve heard what she has to say, please find 20 minutes now, or as soon as it’s practical, and hear her out. I’ll follow up with a related post soon.

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What Are Your Mental Schemas? A Quiz, Part 3

Handling negative emotions

Here’s part 3 of the quiz on mental schemas. See Part 1 for more information about what this quiz might be able to tell you and why mental schemas are worth understanding, along with the first set of questions. You’ll find the second set of question in Part 2.

Do you feel as though you are set apart from the rest of the world in the sense of being superior?
Do you often feel as though you should be able to have certain things despite those things being impractical, harmful, or unavailable?
Does it sometimes seem to you that the rules that should apply to other people shouldn’t apply to you?

If you answered yes to any of those questions, you may be struggling with an Entitlement Schema.

Do you often find yourself making impulsive decisions you later regret?
Do you notice yourself making choices that you know at the time are bad ones?
Do you have trouble suffering through boredom or frustration, even for a worthy end?

These kinds of experiences may point to a Lack of Self-Control Schema.

Do you find you prefer to be told what to do rather than having to decide yourself?
Would you have trouble feeling loved and valuable if important people in your life did not approve of your actions, even though you felt your actions were right?
Do you often feel controlled or rebellious?

Feelings like these may suggest a Subjugation Schema is at work.

Do you tend to feel that meeting your own needs is less important than meeting the needs of others who are close to you?
Do you feel guilty when you spend time, effort, or resources taking care of your own needs?
Do you find it very hard to ask for or receive help?

If so, you may want to read about the Self-Sacrifice Schema.

Do you find you aren’t happy unless other people are happy with you?
Are you constantly working to win other people’s love?
Do you find rejection extremely painful?

These kinds of attitudes are common in people who have the Need for Approval Schema.

That completes the quiz. Did you find one or more schemas that you felt were descriptive of you? Seeing these schemas clearly can be the first step in overcoming them once and for all.

Photo by meddygarnet

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Control, Direct Influence, and Indirect Influence

Handling negative emotions

Social circles of influence

In previous articles in this series, we took a look at Dealing With Problems That Can’t Be Fixed, asking When Is It Time to Make a Change?, and when it is that the best solution is Fixing a Problem By Leaving. In today’s article, we’ll look at the kinds of power we have to make changes happen.

Control
When we are able to make changes, it’s important to understand how much impact we can personally have. The most direct situation is control, when we can change something by acting alone. Most of the articles on this site are about situations where we can have some control, like organization, fitness, building new habits, and how we relate to other people. This category includes things that feel out of control, but where the real choices are within us. For instance, I was overweight for many years and didn’t feel in control of that situation. As I learned how to manage my own body better, though, I began to lose weight, and eventually lost more than 60 pounds. Although I wasn’t willing or able to take charge of the situation for a long time, the control still lay entirely with me.

Influence
Many of the situations we tend to worry about aren’t directly under our control, however, for instance how our friends and partners treat us, whether or not we receive promotions or contracts, or how much help we get from others. Problems with situations like this can often come up in our minds as should statements, such as “I shouldn’t have to do this without help!” or “I deserved that raise!” or “It’s not fair that it’s raining the weekend we were supposed to go camping!” (A note: “should statements” don’t necessarily contain the word “should”. A should statement is any thought or declaration declaring a need for someone or something else to do or not do something.) Should statements are a common example of a broken idea, a type of thinking that creates unnecessary trouble. To regard situations where we have influence only and not control in a healthy and constructive way, it’s important to come to terms with the possibility that things may not turn out the way we want them to.

Direct influence
Situations where we have influence come in two flavors: direct influence and indirect influence. Direct influence means that we can take specific steps to try to get the thing done. For instance, a person who wants a raise can usually go to his or her boss and request one, and someone who wants to be treated better by another person can confront that person.

Indirect influence
Indirect influence means that we can only take actions that encourage the results we want, but can’t control them or even push for a decision. Some examples of indirect influence are practicing more in order to have a better chance of winning a talent contest or writing letters to a representative to encourage a particular vote.

Social influence diagram by Bruce Dupree, via Anne Adrian.

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When Is It Time to Make a Change?

Handling negative emotions

In my recent article “Dealing With Problems That Can’t Be Fixed,” I promised to follow up with a discussion of things that can be changed. If a situation is bad, there are circumstances in which we can’t do anything about it–for example, for most of us the recent Deepwater Horizon oil spill was such a situation (although even in instances like this we’re not completely powerless, as I’ll discuss in my upcoming article on ways we can affect the world). When we have little or no opportunity to change a situation, then in a way the situation is no longer our problem; instead, our challenge is to address our own feelings about the situation, as discussed in last week’s article.

But what about situations where we do have some control, influence, or future prospects? If you hate your job, does that mean it’s time to quit your job, or time to change your attitude toward your work? (See “6 Ways to Be Happy at a Job You Don’t Like“). If you’re having a lousy marriage, does that mean you should divorce, or that you should work on finding ways to be happier together? If you’re failing your first year of college, should you stay even though you think your chances of succeeding are slim or quit?

Questions that point the way
Although there’s no one simple answer to questions like these, often it comes down to one of three options:

  1. Stay and work on it
  2. Stay and reconcile yourself, or
  3. Leave.

These choices don’t apply to every single situation, but they do to most. Which one we choose depends on questions like the ones that follow. Asking questions like these helps us focus on key issues about our situation.

By the way, it’s best to answer these questions out loud–whether to yourself or while talking with a friend–or in writing, since this will lead to more specific, focused responses than quiet thought would do.

  • Do you have direct control over or responsibility for the problem? Note that this includes situations that feel out of control but that you are the sole actor in, such as eating habits or organization.
  • If you don’t have control, do you have some direct influence? Is there someone you can talk to, a request you can make, or an action you can take to encourage things to go in the right direction?
  • If you don’t have direct influence, do you have indirect influence? For example: if you want to be promoted, are there things you can do to stand out better at your job? If you want to be picked for a team or performing group, can you expand your practice schedule?
  • How much does this problem really matter? This isn’t always the same question as “how much do you care about this problem?” because it’s possible for us to get really worked up about things that may not necessarily be very important. (See “How emotions work“)
  • How much impact will your efforts be likely to make? If you’re worried about a situation in your neighborhood, you’re likely to be able to have more direct impact than if the problem is national or international, for instance. This doesn’t mean that you should only direct your efforts towards small or local things, only that it’s worth considering how big your contribution can be.
  • If one or more other people are involved, are their aspirations the same as yours? If they’re not, are you necessarily in conflict, or is it possible there might be an approach that could work for everyone, or at least for more people than the existing options would help? I’m not talking about compromise here, although I don’t deny that has some value in its place, but instead about getting away from the idea that when two people don’t agree, they necessarily have to duke it out. An excellent resource for learning how to work with someone who’s opposed to you is psychologist Marshall Rosenberg’s Nonviolent Communication: A Language of Life. Another great book for navigating difficult negotiations is Crucial Conversations: Tools for Talking When Stakes are High. If you’re really interested in learning how to make constructive solutions in the midst of conflicts, either or both of these books can be invaluable.
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