A common source of confusion in conversation is when the participants aren’t talking about the same thing. If the thing in question is a concept, it can be helpful to taboo your words so that you have to unpack the concept. Does a tree falling in an empty forest make a sound? Well, depends on what you mean by “sound”.
In other situations, where the conversation is about communicating our experiences of each other (aka “feedback”) there’s another habit that I find useful, that I call using reference incidents. The idea is to find or create a shared example of a particular behaviour or experience in question, with features known to both parties, so that you can compare notes on the incident and reveal your perspective to the other person in a way that they’re able to integrate it. This is related to the virtue of narrowness: “What is true of one apple may not be true of another apple; thus more can be said about a single apple than about all the apples in the world.”
A short example from my life of how this sort of confusion shows up. I was talking with a housemate, and she said to me, “This experience right now reminds me of this time with Jean,” and went on to describe that incident. Then, some minutes later she mused, “…yeah, when I spoke I think I was feeling discomfort.” At this point it would be easy to assume that she meant that she was feeling discomfort in talking with me just then, but she also could be still thinking of the conversation with Jean. (Or I could have made the opposite assumption).
Of course, in this case it may simply be both. But I asked about it, because in making sense of her talking about her discomfort, I’m bringing a lot of background context based on my own understanding of the conversation in question, and so if she and I are thinking of different conversations, then it’s going to be hard for me to make accurate inferences about what she’s saying. This makes communication hard.
Here’s a more extensive, made-up example: » read the rest of this entry »
I'm Malcolm Ocean.
I'm developing scalable solutions to fractal coordination challenges (between parts of people as well as between people) based on non-naive trust and intentionality. More about me.