The Great Mouse Hunt has shifted to a rainy day in the city. The hunters hunt, The Great Mouse avoids capture, the city continues as cities do. Be sure not to miss the last two minutes or so. It tends to defy description.
The Aliens Amongst Us have finally grocked the essence of American politics. It requires understanding what they call political economics. Once you grock the reality, it actually starts making sense. Listen and learn, if you will. Our alien neighbors have a lesson for us.
You probably think becoming a better listener is a worthy goal for all of us, but maybe not. Listen and come to your own conclusion.
I’m at it again. It is nearly impossible to resist sharing an old saying or two. “It’s my way or the highway.” “Do it or else.” Oh well, the temptation is just too much. “If you don’t, you’ll be sorry.” “You are going to get exactly what you deserve.” Maybe I should have just cut to the chase with, “Don’t threaten.” After all, making threats is what demands and one-sided conditions really are. …
During the fellowship hour after church, a few parishioners mingle but most take their usual places near their usual companions. A scattering of conversations can be overheard.
In a small group toward the back of the fellowship hall, things are getting a little emotional. A teacher has just said, “I think I’m going to give up teaching one of these days. It’s getting to where the children just have no respect. It was all right but the new ones in the class just add to my problems. I don’t know what happened to the traditional family.”
The group is sympathetic except for one young mother at the fringe. Abruptly, she sets down her coffee cup and rushes away.
The teacher says, “What got into her? She and her children have only been coming here for a couple of weeks, so I don’t know her very well.”
Across the fellowship hall, the preacher is saying to an extremely agitated man, “Melvin, I agree there may be a small problem; but I doubt if it is as bad as you are saying.”
Not to be appeased, Melvin presses his point. “I don’t think we should just brush this incident with Carolyn off as a minor problem. The next thing you know, the parents will be up in arms and then the church itself may be in trouble. If we lose members over this, everything we’ve worked for will be in jeopardy.”
Just at the moment Rev. Lewis thinks he has managed to get away from Melvin without getting him more upset, another agitator steps up. “I couldn’t help hearing what Melvin said to you, Reverend. I don’t want any bad feelings and wouldn’t upset anyone for the world. I just have to say this. Carolyn is doing her best and deserves our support.”
About twenty minutes later, Rev. Lewis feels a tug on his sleeve. As he turns, he hears, “I think you better talk with Carolyn. She has a right to have you tell her to her face what you said. She is my best friend and I’m going to stand by her.”
Looking directly at Carolyn, Rev. Lewis says, “I did not say anything about you except you and I would talk. I would like to talk soon except this is not a good time or place. How about tomorrow sometime?”
With obvious sincerity, the friend says, “Carolyn does not need this hanging over her head.” Turning to Carolyn, she says, “You are not going to let him put you off, are you?”
Unsure what to say, Carolyn says to the preacher, “So, what do you have to say to me?”
As the preacher fumbles with what to say to Carolyn, the agitator says, “I can see this is getting a little personal. If the two of you don’t mind, I will be headed home. I have a hungry family to feed. I will call you later Carolyn.”
The stock-and-trade of the agitator is being able to embellish and shape any information to increase its importance. An effective way of doing this comes from Melvin. “I don’t think we should just brush this incident with Carolyn off as a minor problem.” Melvin is an exceptional agitator. According to Melvin, what Rev. Lewis thinks was a minor incident has put the church itself in jeopardy. With the church at risk, Melvin has no difficulty getting most anyone to listen and take him seriously.
The teacher in the illustration provides an especially cruel example of agitating. She splits her play into two parts. First comes, “It was all right but the new ones in the class just add to my problems.” After the young mother sets down her coffee cup and rushes away, this agitator asks, “What got into her?”
Suppose another member of the group suggests that the teacher upset the woman. The teacher acts shocked and says, “I have no idea what you are talking about. I was not talking about her and her children.” It matters little anyway. The mother and her children likely will not be back. It is a variation of the hit-and-run play, except here it is hit and the other person runs.
There is yet another agitator getting in her two cents worth whether anyone wants to hear it or not. “I do not want any bad feelings and would not upset anyone for the world. I just have to say this.” Of course, she knows there will be bad feelings and someone will get upset. The trick is to deny any intent although the player well-knows what is going to happen. It is like saying, “I would not hurt you for anything,” and then punching the person in the nose.
Having given a disclaimer of any malicious intent, the player says, “I just have to say this.” She does not want to but has to say it.
What if someone interrupts and says, “No, you do not have to say anything.”
The player then says, “I’m sorry but I do have to say it. It has to be said.” Only the totally unsocialized refuse to back off and let her say her piece. Sooner or later the agitator takes center stage with a receptive audience.
There is one last complex gambit. It starts with, “I think you better talk with Carolyn. . . . I think she has a right to hear it to her face.” This opens the interchange on just the right note for the agitator. The preacher is immediately on the defensive and the player is ready for the assault. The stage is set.
Rev. Lewis tries to put it off but the agitator has none of that. “I think we should settle this now.”
The agitator presses on in spite of the preacher’s efforts to calm the troubled waters. “You are not going to let him put you off, are you Carolyn?” If Carolyn says, “Yes,” she is a patsy and someone who lets others kick her around. If she says, “No,” the confrontation is inevitable. Most people do the face-saving thing and say, “No, I will not be put off like that.” It is human nature that helps the player succeed.
The closer for the gambit is, “I can see this is getting a little personal. . . . I will be headed home.” The agitator creates the scene, encourages the participants, and sets the stage for the confrontation. Her work is done. On cue, she exits and lets the scene play itself. Her motto is Why don’t the two of you go fight?
Tips for handling agitators:
Understanding the motivations of agitators is not too difficult if you look at their behavior and then ask yourself why they are behaving that way. More to the point, what do they get out of it? Their motivations are in the payoff or what they get.
Agitators will say anything no matter who gets hurt or feels badly. They get a cheap moment in the spotlight. Just keep in mind that agitators will say anything about anyone, including you.Agitators also get their kicks from complaining. This too gets them in the spotlight. Of course, there is always a little more power in that position.
Players make things seem bad, people seem incompetent, and everything appear worse than it is. They get attention, get a little more power for a little while, and are seen as in the know and on top of things.
Given the behavior, its varieties and its motivations, how can you handle agitators? Listen to what they have to say and then say, “You are a trip. You can find more ways to look at things negatively than anyone I know.” Call them on their agitating behavior and make it clear that you have no interest in what they have to say.
Is this approach too rude and direct for you? Think about this. If you passively listen to the agitator and say nothing, you have tacitly become part of the problem. People who seem interested, go along, and do not take a stand are fueling the agitator’s defamatory game.
In another example, a player is agitating and says something negative about someone. The classy response is, “I am surprised to hear you say that. I do not think it is true.” The player will likely press on with, “It is true! I. . .,” then going on to say some more critical things.
Your response can then be, “You probably would describe the tooth fairy as a thief.” Now comes the real trick. No matter what the player says next, do not respond. The game is over.
As with most people who drive you up the wall, the trick to handling agitators is to do what needs to be done and then quit. Players can only play with people who will play. For agitators, just be sure they get minimal attention and no additional power or status from you. Quietly and calmly call them on their behavior and then let it go. When others do not play, the game will stop.
Now you know and there you go.
It is tempting to think we have to choose between the Management Perspective and the Leadership Perspective. An agency should have one or the other but not both. The easy conclusion is it should have the Leadership Perspective. Leadership certainly has more pizzazz than Management. Given the choice between being a leader and being a Manager, most people choose being a leader every time.
This is the problem with such a simplistic view. Although having the Leadership Perspective is important, so is having the Management Perspective. An agency cannot function adequately and certainly cannot excel without highly competent Management. As pointed out in Chapter One, some type of regulatory mechanism is required to transfer and account for the expenditure of the financial and other resources. This requires people who do the fiscal work of the agency. There is
a governing mechanism maintaining the agency’s connection with the authorizing entity. This requires people who manage this connection. There is a
management mechanism to develop and oversee local policies and implementing procedures for day-to-day operations. This requires people who develop, implement, and oversee those policies and procedures. There are qualified
staff and appropriate facilities to do the work of the agency and to deliver the supports and services for which the agency exists. This requires people to manage these personnel and operations functions. There are
mechanisms in place through which the agency reports to the authorizing entity, maintains accountability, and provides other required data and information. This requires people who assure the systems and processes are in place to accomplish these tasks. …
This is a remix of Pass It Along, thoughts about passing along character to children. Please enjoy.
This is a remix of the Leadership Disconnect. I think you will find it to be both interesting and useful. Please enjoy.
A few of the ladies on the podcasting team have collaborated to bring you this episode. They includes their thoughts on philosophy & bicycles along with a dib of this and a dab of that. Please enjoy.
Greetings Earth Humans.
Let’s talk turkey.
We know we are not products of the culture in the America pod and very likely do not appreciate the subtleties of American politics. As aliens, our experiences and mind sets are not the same as yours. With that caveat in mind, we want to use this broadcast to share our perspective and our confusion as well.
To be sure we are as objective as possible and to share the best available perspective, we have arranged a panel of experts on truth and reality. Of course the panel members are all women since as is true in The America pod, human men just are not capable of keeping truth and reality in the forefront while giving politics its proper position in the background. You only need to focus attention on male politicians to grock the accuracy of this insight.
We have asked the panel to help us understand human truth in the context of the current political kerfuffle. …