Page 22 - Crucial Conversations

4 CRUCIAL CONVERSATIONS

this discussion is crucial. I'd better pay close attention" and then
trot out our best behavior? Or when we're anticipating a poten­
tially dangerous discussion, do we step up to it rather than scam­
per away? Sometimes. Sometimes we boldly step up to hot topics,
monitor our behavior, and offer up our best work. We mind our
Ps and Os. Sometimes we're just flat-out good.
And then we have the rest of our lives. These are the moments
when, for whatever reason, we either anticipate a crucial conver­
sation or are in the middle of one and we're at our absolute
worst-we yell; we withdraw; we say things we later regret. When
conversations matter the most-that is, when conversations move
from casual to crucial-we're generally on our worst behavior.
Why is that?
W e 're designed wrong. When conversations tum from routine
to crucial, we're often in trouble. That's because emotions don't
exactly prepare us to converse effectively. Countless generations
of genetic shaping drive humans to handle crucial conversations
with flying fists and fleet feet, not intelligent persuasion and gen­
tle attentiveness.
For instance, consider a typical crucial conversation. Someone
says something you disagree with about a topic that matters a
great deal to you and the hairs on the back of your neck stand up.
The hairs you can handle. Unfortunately , your body does more.
T w o tiny organs seated neatly atop your kidneys pump adrenaline
into your bloodstream. You don't choose to do this. Y o ur adrenal
glands do it, and then you have to live with it.
And that's not all. Your brain then diverts blood from activi­
ties it deems nonessential to high-priority tasks such as hitting
and running. Unfortunately, as the large muscles of the arms
and legs get more blood, the higher-level reasoning sections of
your brain get less. As a result, you end up facing challenging
conversations with the same equipment available to a rhesus
monkey.