Dear Host,
I am a middle-aged man who is eager to offer you my assistance and would be grateful for your feedback.
From reading the question description, I can appreciate the anxiety and helplessness of the poster. I would like to offer the poster my support and encouragement.
Before answering the original poster's question, it might be helpful to discuss two concepts: one is called a fact judgment, and the other is called a value judgment. A fact judgment is similar to an exam where there is a standard answer. For instance, if you were to ask how tall you are, we could measure it and provide an answer.
However, when it comes to value judgments, there is often no clear-cut answer. To illustrate this point, let's consider a simple example: if I were to say that you are too tall.
This is a value judgment because everyone has a different perception of what constitutes tallness.
First, I would like to take a moment to explain these two concepts to the poster, so that he or she understands that our answers are actually based on our own understanding, our own experiences, and our own values. Therefore, the perspective, direction, and train of thought of our answers are just for the poster to consider. I hope the poster will not regard our answers as the standard ones.
Upon careful reading of the question description, it became evident that the colleague's advice included some judgments, such as the opinion that the writing level was inadequate for the position. Such judgments, if perceived as hurtful, could potentially lead to distress.
I can appreciate the host's disappointment and frustration. It seems the host was simply seeking guidance from a colleague and did not anticipate receiving such a strong response.
However, in Li Zhongying's "Brief Psychotherapy," things are divided into three categories. One category is things that you have absolutely no control over, such as when it snows. Teacher Li Zhongying calls this kind of thing the will of heaven, and we can only submit to it. There are also things that you can completely control, such as what you eat at noon. Teacher Li Zhongying's classification is your own business, and there is another category of things that we can influence but not necessarily decide. For example, our interactions with others. You can decide how you want to be, but you have no way of predicting what others will do, which Teacher Li Zhongying calls other people's business.
As the old saying goes, you can lead a horse to water, but you can't make it drink.
It is important to remember that we cannot control what others say or do, as these are their own matters. Instead, we can focus on doing our best in the situations we have control over.
It is important to remember that we cannot control what our colleagues say or think, as that is their own business. However, we can control our own actions and responses. For instance, we can choose to change the context of our colleagues' conversations. You may choose to say it out loud or not, but you can think to yourself, "I like to see you dislike me, but there's nothing I can do about it." When you think about it like this, don't you feel more empowered?
As the host, it is important to distinguish between facts and judgments. For instance, if you say that the sentence is not well written, that may be a fact, but if you go on to ascribe it to the personality of the writer, that is a judgment. It would be more constructive to respect the facts and question the judgments.
Given that everyone has different standards of judgment and that each standard of judgment has its own applicable scenarios, it may be helpful to distinguish whose judgment it is. This can help us to separate this judgment from ourselves, and as long as we do not approve of it, it will not affect us.
It is understandable that such a judgment would evoke strong emotions. It is important to acknowledge these feelings and allow them to flow naturally. At the same time, if there is an opportunity, we can also engage in honest communication with our colleagues. If we are going to talk about communication, we must mention Nonviolent Communication (NVC), a communication technique invented by Dr. Marshall Rosenberg. Its main points and process are as follows: 1. Observation: objectively describe a specific behavior or situation without evaluation or interpretation. 2. Feelings: express the emotional response caused by a behavior or situation.
3. Needs: It may be helpful to express the needs that arise from a feeling, and to distinguish between needs and specific strategies. 4. Requests: It may be helpful to express requests for meeting needs in a way that is affirmative, clear, and actionable.
In this situation, it might be helpful to consider communicating with your colleagues using non-violent communication. Non-violent communication emphasizes respect, understanding, and cooperation, which could potentially contribute to the establishment of more positive interpersonal relationships and the promotion of effective communication between both parties. Here are some suggestions that you might find useful in communicating with your colleagues using non-violent communication:
First, take a moment to observe and describe the problem clearly. You could say something like, "I just read a sentence that didn't sound quite right to me, and you kindly pointed out the inconsistency. I really appreciate your feedback."
This approach helps to avoid any accusations or judgments and provides an objective description of the situation.
Then, you might consider expressing your feelings. For example, you could say, "When you mentioned my poor writing skills, I felt a bit uncomfortable and frustrated."
This kind of expression allows the other person to understand your feelings without making any direct accusations.
Then, it would be helpful to make your needs clear. You might consider telling your colleague how you would like him to provide feedback.
For instance, I would be grateful if you could provide some specific suggestions or methods when pointing out problems, as this would help me to improve my writing skills. At the same time, I also hope that our communication can be based on respect and understanding.
"
It would be beneficial to listen and understand throughout the communication process. After you have expressed your views and feelings, you might consider giving your colleagues a chance to share theirs.
By following this approach, you can gain a deeper understanding of each other's perspectives and work towards a solution that is mutually acceptable.
It is also important to avoid criticism and accusations. The core of non-violent communication is respect and understanding, not attacks or accusations.
It may be helpful to try using "I" statements to express your views and feelings, rather than "you" statements to accuse the other person.
I hope this is helpful. It's always good to get feedback from the host and people with a connection, as well as attention and praise (if you feel you deserve it).
Comments
I can understand feeling upset after receiving such a comment. It's natural to feel sensitive when someone questions your abilities, especially in a professional setting. Feedback should be constructive and respectful.
It sounds like you received some harsh feedback that crossed the line into personal criticism. It's important to remember that everyone has room for growth, and a single awkward sentence doesn't reflect your overall competence or value as an employee.
Sometimes people can be blunt without realizing the impact of their words. What matters is how you choose to respond and improve. Maybe it's a good opportunity to ask for more specific advice on writing from colleagues or even seek out a workshop or course.
Feeling uncomfortable is a valid reaction to what was said. It's not about being too sensitive but recognizing that the comment was inappropriate. It's okay to acknowledge that it hurt and to address it by focusing on developing your skills further.
When someone makes a remark like that, it can certainly sting. However, try to view this as an opportunity to strengthen your writing skills. Perhaps you could also have a conversation with your colleague about providing feedback in a more supportive manner.