Using Your Brain —for a CHANGE Read online

  I once worked with somebody who wanted to open a shyness and flirtation clinic. She brought me a bunch of people who were shy. I always thought shy people were shy because they thought about unpleasant things that would happen — like rejection, or being laughed at. I started asking these people my usual questions, "How do you know when to be shy? You're not shy all the time." Like all the things people do, shyness requires some process. It's no easy task. One man said, "I know it's time to be shy when I know that I'm going to meet somebody." "Well, what makes you shy?" "I don't think they'll like me." That statement is very different from "I think they won't like me." He literally said "I don't" — I do engage in the activity of not — "think they'll like me." He thinks anything else but that the person will like him. There were some people in the next room, so I said to him, "I want you to think that they'll like you." "OK." "Are you shy about meeting them?" "No." That seems a little too easy, but basically, what works always turns out to be easy.

  Unfortunately in psychotherapy there isn't much incentive to find out what works quickly and easily. In most businesses, people get paid by succeeding at something. But in psychotherapy you get paid by the hour, whether anything is accomplished or not. If a therapist is incompetent, he gets paid more than someone who can achieve change quickly. Many therapists even have a rule against being effective. They think that influencing anyone directly is manipulative, and that manipulation is bad. It's as if they said, "You're paying me to influence you. But I'm not going to do it because it's not the right thing to do," When I saw clients, I always charged by the change, rather than by the hour; I only got paid when I got results. That seemed like more of a challenge.

  The reasons that therapists use to justify their failures are really outrageous. Often they'll say, "He wasn't ready to change." That's a "jive excuse" if there ever was one. If he's "not ready," how can anyone justify seeing him week after week and charging him money? Tell him to go home, and to come back when he's ready"! I always figured if somebody "wasn't ready to change," then it was my job to make him ready.

  What if you took your car to a mechanic, and he worked on it for a couple of weeks, but it still didn't work. If he told you, "The car wasn't ready to change," you wouldn't buy that excuse would you? But therapists get away with it day after day.

  The other standard excuse is that the client is "resistant." Imagine that your mechanic told you that your car was "resistant." "Your car just wasn't mature enough to accept the valve job. Bring it in again next week, and we'll try again." You wouldn't accept that excuse for a minute. Obviously the mechanic either doesn't know what he's doing, or the changes he's trying to make are irrelevant to the problem, or he's using the wrong tools. The same is true of therapeutic or educational change. Effective therapists and teachers can make people "ready to change," and when they're doing the right thing, there won't be any resistance.

  Unfortunately, most humans have a perverse tendency. If they're doing something and it doesn't work, they'll usually do it louder, harder, longer, or more often. When a child doesn't understand, a parent will usually shout the exact same sentence, rather than try a new set of words. And when punishment doesn't change someone's behavior, the usual conclusion is that it wasn't enough, so we have to do it more.

  I always thought that if something wasn't working, that might be an indication that it was time to do something else! If you know that something doesn't work, then anything else has a better chance of working than more of the same thing.

  Non–professionals also have interesting excuses. I've been collecting them. People used to say, "I lost control over myself," or "I don't know what came over me." Probably a purple cloud or an old blanket did it, I guess. In the 60's people went to encounter groups and learned to say, "I can't help it; it's just the way I feel." If somebody says, "I just felt I had to throw a hand grenade into the room," that's not acceptable. But if someone says, "I just can't accept what you're saying; I have to yell at you and make you feel bad; it's just the way I feel," people will accept it.

  The word "just" is a fascinating word; it's one of the ways to be unjust to other people. "Just" is a handy way to disqualify everything but what you're talking about. If someone's feeling bad, and you say something nice to him, he'll often say, "You're just trying to cheer me up" — as if cheering someone up is a bad thing! It might be true that you're trying to cheer him up, but "just" makes it the only thing that's true. The word "just" discounts everything else about the situation.

  The favorite excuse these days is, "I wasn't myself." You can get out of anything with that one. It's like multiple personality or the insanity defense. "I wasn't myself ... I must have been her!"

  All these excuses are ways of justifying and continuing un–happiness, instead of trying out something else that might make life more enjoyable and interesting for you — and for other people too.

  Now I think it's time for a demonstration. Someone give me an example of something that you would expect to be a really unpleasant experience.

  Jo: I always get anxious about confronting somebody. When someone's offended me in some way, and I want them to treat me differently, I confront them.

  You expect that to be a negative experience?

  Jo: Yes. And it isn't. It usually turns out to be much more positive. I may start out feeling uncomfortable, but I feel more comfortable as I get into it.

  Does that make it useful?

  Jo: It makes it a useful learning for me to actually confront them. Each time I do it, I get more confidence about confronting someone later on. It doesn't seem like I'm going to be confronting somebody, it seems more like I'm just going to be talking to them.

  Well, think about it now. If you were going to confront someone, do you expect it to be unpleasant?

  Jo: A little. Not as much as I used to.

  I'm asking you to do it now.

  Jo: Uhuh, a little bit.

  You have to stop and take time to really do it. Think of someone whom it would be very hard to confront about something. Consider it, and find out how you can expect it to be unpleasant and succeed.

  Jo: You would be difficult to confront.

  I would be lethal to confront. What would propel you to have to confront someone?

  Jo: If I felt like my integrity had been damaged—

  "Damaged integrity." I had mine repaired.

  Jo: Or if I'm insulted in some way. Sometimes when my ideas are being insulted—

  Why do you have to confront someone?

  Jo: I don't know.

  What will happen if you do? What good does it do? Does it repair your integrity?

  Jo: It makes me feel like I'm standing up for myself, protecting myself, preserving myself.

  From . .. ? What I'm asking is, "What is the function of the behavior?" If you confront some people, they will kill you — even over a ham sandwich. I know that from where I grew up. Many people don't grow up in places like that, and if they're really lucky, they won't find out about it.

  What is the significance of confronting someone? Does it have a function beyond giving you certain feelings which are different than the ones you have if someone "damages your integrity" by torturing your ideas? Do you always have to confront them? ... Do you do it with everybody?

  Jo: No.

  How do you know who to go up to and confront, so that you can feel better?

  Jo: People who I more or less trust, who aren't going to hurt me in some way.

  That's a good choice. But you only confront them when they hurt you, or your ideas.

  Jo: That's the only time that I confront them. There are lots of other times that I discuss things with them, but that's the only time that I'm confronting.

  What makes it important enough to confront them? ... Let me ask it another way. If they hurt your ideas, does that mean that they've mis–perceived them, or that they disagree with them?

  Jo: Well, no. If they just misunderstand or disagree, that's all right. It's when someone says, "That's
garbage" or something like that. It depends on the situation or the person.

  Well, yes, it does depend on the situation, and that's very important. And I'm not saying confronting is not of value, either. I'm just asking, "How do you know when to do it?" and "How does this process work?" Would you go out and kill someone for damaging your integrity?

  Jo: No.

  There are a lot of people who would. Maybe it would be better if we taught them to do whatever you do. But I don't even know yet what it means for you to "confront" someone. I don't know if you yell and scream, or stick your finger up her nose, or cut her left ear off, or run her down with a truck. I'm making the assumption that your confronting is verbal.

  Jo: It is.

  I still don't know if your voice is at a high volume, or any other details. What's the difference between a "discussion" and a "confrontation?" How many of the rest of you thought you knew? ... or didn't think about that? ... or think I'm talking to her?

  Jo: For me there's a lot of urgency around confronting somebody. I really want them to know how I feel about something. I really want them to know how I felt my ideas were received or rejected.

  OK. What makes it urgent? What would happen if you didn't get them to understand? ... Let me ask another question. Do they understand the idea and say bad things about it, or do they misunderstand and say bad things about it because they misunderstand? . . .

  Jo: I appreciate what you're doing, I think you just gave me a different perspective. Have you? I don't know. Give me a hint.

  Jo: I think you did. Well . . . hmmm ... it just seems different now. It doesn't seem like rejection any more; it just seems like they're trying to tell me something different.

  I don't know, I haven't even found out what it is we're working with here yet. You can't change yet, it's too soon. How could anything change that quickly, with just mere words, when I haven't even figured out what it is yet?,,. Does it matter?

  Jo: No, but it changed. It changed,

  It doesn't matter at all.

  Jo: It doesn't matter to me what you said, or how you said it, or whether you knew what I was talking about. Something that you said just changed it. Somehow I don't feel like I'm going to have to confront any more.

  Boy, have you got a surprise coming.

  Jo: Well, I mean not confront anymore about the kind of thing I've been talking about.

  Oh, there are other things that you confront about. Well, you could just do it randomly! That's what I do. Then you don't have to worry about whether it works or not.

  Jo: Well, if I get overcharged for something, or get poor service or something, I'd confront.

  Is that a way to continue to get good service in a restaurant?

  Jo: It's a good way to get good service a lot of places.

  Let me ask you another question. I'm not really picking on you. You're just a good focal point to get other people unconsciously. Did it ever occur to you to make people in a restaurant feel so good, before they served you, that they'd have no alternative but to give you good service . . . ?

  Jo: I don't understand. . . . Somehow I lost that somewhere.

  It always amazes me that people go to a restaurant to have a human being wait on them, and then don't treat him like one. Having been a waiter, I can tell you that most of the people who go to a restaurant treat you very strangely. There are a few people who come in and make you feel good, and that compels you to spend more time near them — regardless of whether they tip more or less. There is something about being around somebody who is nice to you that's more attractive than being around somebody who isn't nice — or who isn't even acknowledging that you exist.

  Have any of you pretended with a child that he doesn't exist? Most kids will freak. Imagine being a waiter and having a room full of people doing that to you. Then someone treats you like you're not a machine, but a human being, and makes you feel good. Who would you hang around with more? One way to get good service in a restaurant is to treat the waiter well first, so as to make him want to treat you well.

  The other alternative is to coerce him and make him feel bad enough to give you what you wanted, and expected to get without having to go through all the trouble of being nasty about it. If you do that, not only do you have to pay your bill, but you have to taint your own experience as well. Most people never think about that. Why should they go to a restaurant and be nice to a waiter? They should get good service automatically.

  People often think of marriage in that way, too. "You should have known that." "I shouldn't have to tell him; he should do it automatically." And if he doesn't, that means it's time to get angry, intense, and force him to do it. And even when you win, what do you win? High self–esteem?

  Man: An opportunity for your spouse to get even.

  I've had a lot of people do that to me. I decided to take it up, and deliberately start getting even ahead of time! How many people have to get "even" when you do something nice to them? I'm not asking about whether you are nasty or nice; that's Santa's job. The question I'm asking you is, "Have you ever considered being considerate ahead of time?"

  Woman: Yes, my strategy for a restaurant is to ask the waitress what she suggests is the best on the menu, and she'll pick out a selection. I look at that and suggest that she could make sure that it's fine, and the steak's not too small. I also ask her name, and talk to her by name.

  So, yes, you've considered being nice, and actually attempted it. Like everything else in the world, it doesn't always work. But how many of you never even considered it when things weren't going well, or before things weren't going well? Why would a waiter go all the way down to a restaurant every night to give someone bad service, when they make their living by tips? Did you ever stop and consider that, Jo?

  Jo: Yes, I did.

  And you confronted them?

  Jo: Well, I considered it, but I wasn't able to be as pleasant as I thought I should be. I wasn't able to be very agreeable when I was really disgusted. I wasn't able to change how I acted.

  "She should have done it first anyway," right? Then you wouldn't have had to be disgusted, and had difficulty changing that.

  Jo: Well, that's the way it seemed then. It seems very different now.

  Now let's back up to the beginning. When we first started talking, Jo wanted to be more competent at being unpleasant. If you really heard what she was saying, it was, "I want to be able to stand up for myself and grumble and gripe more thoroughly." Nobody in the room heard her say that when she first talked. If they had heard it, they would have tried to teach her how to be more nasty. Think what an "assertiveness" trainer would have done with that! I have a new name for assertiveness training. I call it "loneliness preparation."

  In contrast, I ask questions to learn how to have someone else's limitations. If I can learn how it works, then I can change it any way I want, and it will still work, but differently. You can't make a valid judgement about a process unless you know what it is, and you can't realty know what it is unless you try it.

  So I thought, "OK, Jo can't grumble and gripe. Where is it that she can't, because I want to learn how to not do it there?" I started asking her questions: "When do you do it?" "What is its purpose?" "Who do you do it with?" My questions go backwards in time. Starting with the problem, I backed up the process she goes through. When I backed her up far enough, she got to the place before she grumbled and griped, and before she even felt any inclination to do it. That is the place where she can go around it. If she takes the next step, the "problem" starts happening. But if she steps over to the side, she can go somewhere else that she likes better.

  Jo goes into a restaurant, sits down, gets bad service, feels horrible, confronts the waitress, gets good service later and still feels bad. I asked, "Did it ever occur to you when you go into a restaurant and discover who your waitress is, to make her feel good?" She said, "I can't do that after I feel bad," and she's probably right. OK, why not do it right away all the time whenever you go into a restaurant, s
o you never get a chance to feet bad? That question directs her attention to an earlier time, when it's easy to do something different, and it also gives her something very specific to do differently.

  Here's one you've all done. You come home feeling realty good. As you walk in the front door you see the living room is a mess, or someone forgot to take out the garbage, or you see that something else equally absolutely essential to your happiness is awry. You get angry inside, and frustrated; you suppress it and try to not feel angry and frustrated, but it doesn't work. So you go into therapy and you say, "I don't want to yell at my wife." "Why do you yell at your wife?" "Because I get frustrated and angry." Most clinicians will say, "Let it all out; express yourself; yell and scream at your wife." And to the wife they'll say, "Isn't it all right if he yells and screams at you? Can't you let him be himself?" You do your thing, and he'll do his ... separately. That's nuts,

  What most clinicians don't think about is that when he walks in the door and sees that mess, he first manages to get to the state where he's angry and frustrated, and then he tries to stop himself from getting angry and frustrated. The other thing they forget is what he's frying to accomplish by stopping himself from yelling at her in the first place: he's trying to get things to be pleasant. Well, why not go for it directly? Why not have the front door send him off into such pleasant thoughts about what he can do with his wife that he goes through the living room too fast to care about noticing anything else!

  Whenever I say, "How about doing something before you feel so bad?" the client always looks stunned. It doesn't occur to him to back up. He always thinks that the only way he can make himself happy is to do what he wants exactly at the moment that he wants it. Is that the only way? It must be. The universe doesn't go backwards. Time won't go backwards. Light won't go backwards. But your mind can go backwards.

  Typically clients will either not understand what I said at all, or will say, "I can't just do that!" It sounds too easy. So I found out I had to make them do it. They couldn't back up themselves, because they couldn't stop going where they were going. So I learned to ask them questions that would force them to go backwards, Often they fight me tooth and nail. They'll try to answer one question, and I insist that they answer another one to back them up another step.