How to Build Exceptional Relationships and Why You Should with David Bradford and Carole Robin #177

Apr 27, 2021 Episode Page ↗
Overview

Dr. Rangan Chatterjee hosts David Bradford and Carole Robin, experts from Stanford's "Touchy-Feely" course, to discuss building exceptional relationships. They share tools like "over the net" communication and emphasize that conflict can strengthen bonds.

At a Glance
46 Insights
1h 59m Duration
15 Topics
6 Concepts

Deep Dive Analysis

Defining Exceptional Relationships and Their Importance

The Stanford 'Touchy-Feely' Course Origin Story

Why the 'Touchy-Feely' Course Became So Popular

Understanding the 'Over the Net' Communication Principle

The Problem with Attributing Others' Motives and Intentions

Developing Emotional Vocabulary and Self-Awareness

The Cost of Silence vs. the Risk of Expressing Feelings

Solitude, Self-Knowledge, and Relational Being

The Number and Evolution of Exceptional Relationships

Navigating Relationships That No Longer Fit

Expert Conflict: David and Carole's Personal Story

The Importance of Saying 'Sorry' in Relationships

Conflict as a Necessary Part of Exceptional Relationships

Adapting Relationship Principles to Digital Interactions

Practical Tips for Improving Relationships Immediately

Over the Net

This concept, derived from tennis, refers to making attributions about another person's intentions or motives, which are not your reality. Effective communication requires staying on your side of the 'net' by only speaking about your own intentions, behaviors, and the impact on you, rather than speculating about the other person's internal state.

Three Realities in Interaction

In any interaction, there are three realities: your intention/motivation, your behavior (words, tone), and the impact on the other person. You only know your own intention and behavior, and the impact on you. The other person only knows their intention and behavior, and the impact on them. Problems arise when we assume we know the other person's intentions or the impact of their behavior on them.

Cost to Silence

While there is a risk in expressing feelings or raising issues in a relationship, there is also a significant cost to silence. Unaddressed 'pinches' (minor annoyances) can escalate into 'crunches' (major problems), leading to resentment, distance, and a breakdown in connection, often manifesting in unproductive ways later.

Internal Gyroscope

This refers to a solid, stable sense of self built through receiving feedback from others about the impact of one's behavior. This feedback helps individuals understand themselves better, accept themselves, and develop a self-concept that allows them to be open to more feedback without feeling easily 'upended'.

Two Antennae

A mental model suggesting individuals have an 'intrapersonal antenna' to pick up signals about their own internal state (feelings, thoughts) and an 'interpersonal antenna' to pick up signals about what might be going on for others. Developing these antennae helps tune into subtle signals for better self-awareness and connection.

Pinch to Crunch

A 'pinch' is a minor annoyance or issue in a relationship that is often dismissed as 'not worth it' to address. If left unaddressed, these pinches accumulate and can grow into a 'crunch,' a larger, more significant problem that is much harder to resolve and can severely damage the relationship.

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How do you define an exceptional relationship?

Exceptional relationships are characterized by six core competencies: being oneself, creating conditions for others to be themselves, trusting self-disclosures won't be used against you, honesty, productive conflict resolution, and commitment to each other's growth.

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Why is the Stanford 'Touchy-Feely' course so popular?

The course is popular because students discover 'where has this been all my life?' by learning how to handle conflict productively, how conflict can strengthen relationships, and how to better understand themselves. It provides a transformative experience where students learn that being their authentic selves makes them more influential and connected, rather than needing to maintain an image.

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What is the problem with going 'over the net' in communication?

Going 'over the net' means making assumptions or imputations about another person's motives or intentions (e.g., 'you just want to dominate'). This often makes the other person defensive, resistant, and damages the relationship, as you are not sticking to your own reality or expertise.

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How can someone develop a wider emotional vocabulary?

While the educational system often stresses rationality over feelings, resources like a 'vocabulary of feelings' list can help. It's a process of tuning into one's internal state, reflecting on feelings, and practicing expressing them, even if it means taking a moment to identify them.

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What is the realistic number of exceptional relationships one can have in their life?

Having four or five truly exceptional relationships in one's life is a significant achievement and a good number to aim for, as they require considerable time, commitment, and risk-taking. However, all relationships can be moved along a continuum to be more robust, functional, and gratifying.

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How can individuals navigate relationships that no longer fit or serve them?

It's important to acknowledge that relationships change over time as people evolve. Instead of blaming the other person, focus on owning your own changing needs (e.g., 'this no longer fits me'). Honor the past importance of the relationship while recognizing the need to move on, without demonizing the other person.

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How important is saying 'sorry' in relationships?

Saying 'sorry' is crucial, but its impact depends on its sincerity and intent. A dismissive 'I'm sorry' is unhelpful, but a 'connecting sorry' expresses genuine regret for the other person's pain or for inadvertently causing harm, without necessarily taking 100% blame or agreeing with their perspective.

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Can an exceptional relationship exist without conflict?

No, it is impossible to have an exceptional relationship without conflict. Conflict is a necessary part of growth and deeper connection, as it arises when individuals are truly being themselves and committed to each other's development. Avoiding conflict can lead to stalled relationships or a 'different kind of dying'.

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How do relationship principles apply to digital interactions?

Digital communication, especially asynchronous written forms like email, is fraught with problems for connection. While video calls (like Zoom) are better than email, they still lack the full nonverbal cues of in-person interaction. It's crucial to 'double down' on expressing feelings, sharing personal updates, and being curious about others to foster connection in digital spaces.

1. Own Your Reality (“Over the Net”)

In interactions, stick to expressing your own reality (your intentions, behaviors, and their impact on you) and avoid making assumptions or imputations about others’ motives or intentions, as this prevents defensiveness and fosters clearer communication.

2. Distinguish Feelings from Thoughts

Learn to differentiate between genuine feelings (e.g., upset, dismissed) and thoughts or opinions (e.g., “I feel that you don’t care”); if you can replace “I feel” with “I think” and it still makes sense, it’s likely a thought, not a feeling.

3. Embrace Conflict as Necessary

Recognize that conflict is not a sign of a failing relationship but an impossible-to-avoid and necessary part of building truly exceptional and robust connections, often leading to growth and deeper understanding.

4. Raise Issues with Positive Intent

When taking the risk to raise difficult issues, do so with the intention of expressing your hurt or desire for more, rather than attacking, as this approach usually leads to positive outcomes and strengthens the relationship.

5. Recognize Cost of Silence

Understand that while expressing feelings and raising issues carries risk, remaining silent about problems also has a significant cost, potentially leading to resentment, stalled relationships, and missed opportunities for growth.

6. Commit to Mutual Growth

Be committed to each other’s personal growth in relationships, which may involve raising difficult issues out of genuine care and belief in the other person’s potential for improvement.

7. Authentic Self-Expression

Strive to be your true self in relationships, avoiding the creation of an image or pretending to be someone you are not, as authenticity fosters deeper connection and personal validation.

8. Enable Others’ Authenticity

Actively work to create an environment where others feel safe and able to be their true selves, fostering mutual humanity and deeper connection in your interactions.

9. Build Disclosure Trust

Cultivate a relationship where both parties trust that shared personal information will not be used against each other, ensuring psychological safety and encouraging deeper self-revelation.

10. Practice Direct Honesty

Aim for direct honesty in communication, telling the truth without requiring the other person to read between the lines, which builds trust and clarity.

11. Resolve Conflict Productively

Acknowledge that disagreements are natural and strive to raise and resolve conflicts in a manner that strengthens the relationship, rather than avoiding or suppressing them.

12. Choose to Be Known

Make a conscious choice to take the risk of sharing parts of yourself to become better known, as this can lead to greater influence, personal validation, and deeper connection.

13. Embrace Feedback as a Gift

Choose to receive feedback as a valuable gift and data point, which empowers you to make more informed choices and learn about yourself and your impact on others.

14. Commit to Learning & Growth

Make a conscious choice to continuously learn and grow, as this mindset is crucial for personal development and improving the quality of your relationships.

15. Cultivate Curiosity

Actively choose to be more curious about others and situations, as this is a fundamental aspect of building stronger relationships and understanding.

16. Feedback for Problem Solving

Understand that the primary purpose of giving feedback is to initiate a problem-solving conversation, not to force a change in the other person.

17. State Indisputable Reality

When giving feedback, stick to your own reality (your feelings, observations, and impact), as this is indisputable and more impactful than making attributions about others.

18. Expand Emotional Vocabulary

Actively work to expand your emotional vocabulary, perhaps by using a list of feelings, to better identify and express what you are truly feeling.

19. Tune Two Antennae

Cultivate two internal “antennae”: one to tune into your own internal state and feelings (intrapersonal) and another to pick up signals about what might be going on for others (interpersonal).

20. Address Issues Directly

Avoid sweeping issues under the rug, as unaddressed problems (“pinches”) can grow into larger “crunches,” preventing relationships from growing closer and fostering resentment.

21. State Feedback Intent

When expressing feelings or giving feedback, clearly state your positive intention (e.g., “I’m telling you this because I want us to be closer”), which helps the other person receive it better.

22. Prevent Net Jumping Escalation

Recognize that making attributions about others’ motives (“net jumping”) often invites them to do the same, escalating conflict and preventing productive conversation.

23. Recover from Communication Errors

Don’t expect perfection in communication; if you or the other person “net jumps” or makes a mistake, pause, acknowledge the error, and step back to correct the interaction.

24. Establish Shared Vernacular

Develop a shared language or vernacular (like “over the net”) with close relationships to quickly identify communication missteps in a non-judgmental way, facilitating quicker recovery and understanding.

25. Practice Intentional Solitude

Engage in intentional solitude (not loneliness) to get in touch with your emotions and understand yourself better, which helps you show up more effectively and authentically in your relationships.

26. Build Internal Gyroscope

Actively seek and reflect on feedback about how your behavior impacts others; this process helps build a stable internal sense of self (“internal gyroscope”), making you less easily unsettled by external input.

27. Share to Reduce Fragility

Understand that withholding information about yourself can make you more fragile, as it allows others to create potentially inaccurate and damaging stories about you.

28. Journal for Learning Integration

Keep a journal to process, internalize, and reflect on your learning and interactions, which is especially useful for integrating new insights and informing future choices.

29. Selectively Deepen Relationships

Understand that not all relationships need to be exceptional; instead, focus on developing the capacity to deepen a select few (e.g., three to five) to that level, especially when both parties desire it.

30. Seek Incremental Relationship Growth

Instead of aiming for every relationship to be exceptional, focus on moving all your relationships incrementally along the continuum towards being more robust and functional.

31. Deepen Daily Interactions

Reframe time constraints by focusing on how you use your interaction time; consciously try to make everyday conversations a little more intimate, honest, self-revealing, or curious, rather than superficial.

32. Own Evolving Relationship Needs

When a relationship changes or loses intimacy, avoid blaming the other person; instead, practice self-awareness and own that your needs or the fit of the relationship may have evolved.

33. Honor Past, Move Forward

When relationships change or end, honor the past importance of the relationship while acknowledging the need to move on, rather than clinging to what no longer fits.

34. Express Fear When Raising Issues

When feeling afraid to raise a difficult issue, express that fear directly, as it is an important feeling and contributes to authentic communication, even if not perfectly articulated.

35. Prioritize Theory Over Language

While language is important, focus more on understanding the underlying theory and principles of effective communication; with a correct theoretical understanding, appropriate words will naturally follow.

36. Seek Emotional Understanding

In conflicts, strive to emotionally understand the other person’s pain and perspective, even if you don’t agree with their position or the “right” answer, as this fosters connection and resolution.

37. Offer Connecting Apologies

Offer apologies that focus on your regret for the other person’s pain or the state of the relationship, rather than solely admitting fault; this “connecting sorry” expresses care and fosters emotional connection.

38. Embrace Differences, Not Perfect Fit

Avoid the misconception that a perfect relationship means everything fits seamlessly; instead, embrace and work through differences to allow both individuals to be more fully themselves.

39. Develop Conflict Skills

Acquire and utilize conflict management skills to navigate disagreements effectively, preventing relationships from ending prematurely or stalling due to unresolved issues.

40. Parents & Children: Risk Being Known

Parents should risk letting themselves be known to their adult children, and children should avoid withholding information for approval, fostering a more equal and authentic relationship dynamic.

41. Avoid Email for Feedback

Generally avoid giving feedback via email due to its asynchronous and non-verbal nature, which can easily lead to misinterpretation and problems in connection.

42. Prioritize Relationship Digitally

In digital communications like Zoom, consciously “double down” on relationship-building by intentionally focusing on personal connection and emotional sharing, as the medium often foregrounds task over relationship.

43. Share Feelings in Digital Calls

When communicating digitally (e.g., Zoom calls with family), go beyond merely sharing facts or news; intentionally share your concerns, fears, and other feelings to foster deeper personal connection.

44. Start Meetings with Feelings Check-in

Begin team or executive meetings with a brief personal check-in (e.g., 90 seconds, “If you really knew me…”) that includes expressing at least two or three feeling words, to foster connection and understanding among colleagues.

45. Lean Into Growth Opportunities

Approach challenges and difficult conversations with a mindset of excitement for the possibility of growth, actively leaning into them rather than avoiding.

46. Value Small Relationship Steps

Recognize and value the impact of small, consistent actions in relationships, such as being a little more self-revealing, personal, caring, or emotionally expressive in everyday interactions, rather than waiting for massive gestures.

We're so used to disguising ourselves to others, that in the end, we become disguised to ourselves.

David Bradford & Carole Robin (quoting a source)

If all you do is listen to this conversation and understand and then practice this concept of being over the net, I am confident that many of the relationships in your life will improve immeasurably. It really is that powerful.

Rangan Chatterjee

While there's a risk in expressing your feelings, there's also a big cost to silence.

Rangan Chatterjee

If I'm to be a leader, if I'm to be influential, if I'm to be popular, if I'm to be sexy, whatever it is, I have to pretend to be something that I'm not.

David Bradford

If you could replace I feel with I think, and it still makes sense, that ain't a feeling.

David Bradford

When I feel more distanced from you, I can't be there for you in the way I want to be there for you.

Carole Robin

When you say it's not worth it, replace it with, I'm not worth it. You're not worth it. We're not worth it.

Carole Robin

I'm sorry that you're upset. I, cause I am pained that you are pained because I care about you. So that's the emotional connection.

David Bradford

The quality of our relationships determines the quality of our lives.

Rangan Chatterjee

Executive Meeting Check-in

Carole Robin
  1. Each person takes 90 seconds to share 'if you really knew me'.
  2. Must include at least three feeling words in their sharing.
75 years
Combined years David Bradford and Carole Robin taught at Stanford In their Interpersonal Dynamics course ('Touchy-Feely')
55 years ago
Years David Bradford started teaching the course Not 45 years ago as initially thought by the host
56 years
Years David Bradford has been married Mentioned in context of raising difficult issues
4 or 5
Number of exceptional relationships to aim for Considered a lot of work, but other relationships can also be improved along a continuum
90 seconds
Time for personal sharing at the start of executive meetings Each person shares 'if you really knew me' with at least three feeling words