I believe that strikes are caused by employees and managements’ lack of skills and/or their unintact Self-Esteem to negotiate and compromise.  It seems that we, as a society, have learned very little from history.  After every war, there is negotiating and compromising.

A strike is an indication that both management and employees need to communicate their needs, wants, and concerns, on an ongoing basis.  They need to be continually establishing a mutually beneficial relationship.

All events in our lives go through a process called gradualism.  A child grows into an adult by the body, mind and spirit changing through the years.  It is a process and it varies for each individual.

Business and organizations develop in similar fashion.  There is birth, infancy, childhood, the teen years, young adulthood, adulthood, maturity and the vintage years.  It does not happen overnight.  It is a process.  Along the way there is always a moment when employees and management become aware of their needs, wants, and values.  If there is a conflict concerning how these are to be met and fulfilled, then resolution needs to take place.  When people are deprived of a need at the point of its highest intensity they will have it met at some other time, in some other way.  This could include: sabotage, slowdowns, sickness, quitting or strikes.

With intact Self-Esteem, there is never a desire to strike because people will communicate at a level where both parties talk about their needs, wants, and values.  They will initiate negotiating and compromising appropriately to establish mutually beneficial results.  Employees and management will listen to everyone’s point of view and be able to create a viewing point that is mutually beneficial.

What is the real fear that causes a strike?  I believe it is the fear of losing control.  Employees want to maintain or achieve a dignified lifestyle.  Management wants to stay in business and make a profit.  Either or both may perceive that their wants will be infringed upon or ignored.

Strikes would not occur if both groups had intact Self-Eteem and were willing to negotiate and compromise.  In the end, both parties will do it anyway.  Does it make sense to negotiate and compromise up front?  I believe so.  Before there is even any sign of discomfort or miscommunication, continuing dialogue is necessary.

Do you ever go on “strike” with your friends, your family, your company, your own business or your associates?  All strikes could end when: people are sensitive to the needs, wants and values of each other; they invest time in cultivating harmonious relationships; they initiate describing their uncomfortable feelings with each other; they upgrade their people knowledge and skills; and they keep their Self-Esteem intact.

So the next time you hear about a strike, remember the words: sensitivity, time, relationships, initiate, knowledge,  Self-Esteem and activate them and  then, watch what happens! 

Affirm:

“I decide to avoid all strikes by negotiating and compromising now.”

When I was in college, I worked part-time at a leather bag manufacturing company.  Since all the employees knew I was a short term worker, I was frequently told not to work too hard.  They knew they would still be there after I left and did not want a new standard set.

Would you agree many workers need and want more money to satisfy a comfortable lifestyle?  Do you know people who want a promotion?  What can be done to help people acquire the money and promotions they say they want?

The “and then some principle” says that you do what you are paid to do “and then some”.

The next time you call your favorite store, notice the tone of voice of the person who answers the phone.  Observe how long it takes you to get a solution to your challenge.

Hear the words the person uses to communicate with you.  Listen for courtesy, concern, and enthusiasm – that’s the “and then some principle”.  Then focus on your telephone skills.  If someone were evaluating your telephone competence, would they recommend that you be given a raise or a promotion?

Your voice has the power to turn people on or off.   Would your voice cause others to want what you have to offer?  There are three basic voice tones you can choose when conversing.   You can use a soft voice, your normal voice, or a command voice.  Each is acceptable.  The skill is knowing what voice is appropriate for  the situation.  For example; if a person was about to run in front of a car, you would use your command voice to save their life.

When you listen to a speaker, watch television, or go to a movie, notice the power the voice has in creating an  impact on you. Listen to hear the “and then some principle”.

Recall the voices from your past.  Whose voices do you remember?  How did you feel when you listened to them: comfortable or uncomfortable?

Decide now to develop your voice to create a climate of acceptance.  Refuse to yell or scream at anyone.  Soften your voice whenever another person is upset or angry.

For the next week invest in improving your voice and the, watch what happens!

“I now believe in the “and then some  principle” by doing more!”

Share with us your comments on this subject.

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For the short term break your next steps into very practical and specific baby steps that are measurable.  Like, I will communicate what I need and want to my spouse and children.  Assess your progress each day, week and month.  Rate yourself on a scale of 1 to 10.  In fact ask others for feedback on how you are doing.

Get an accountability partner, coach or mentor to help you stay on track.

Ask yourself what is the worst that can happen?  If you can live with that then the best that can happen will come to you.  If you want to get past the ordinary you need to intensify your activities so the extraordinary can exist.

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