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Nonviolent Communication

Nonviolent Communication

Marshall B. Rosenberg
1999
T4 227 pages · about 3h 47m to read Open Librarygoodreads

Summary

Rosenberg, a clinical psychologist who worked in civil rights mediation and in international conflict, presents a four-step communication process: state an observation without evaluation, state the feeling it produced, state the unmet need behind the feeling, and make a specific and doable request rather than a demand.

The distinctions he draws are the substance. Observation separates what actually occurred from the interpretation placed on it, and he argues that most conflict statements combine the two so that the other party defends against the judgment rather than addressing the event. Feelings are distinguished from thoughts disguised as feelings, so that saying you feel ignored is a judgment about someone else's behaviour rather than a report of your state. Needs are distinguished from strategies, so that a need for reassurance can be met many ways while a demand for a specific action cannot. Requests are distinguished from demands by whether refusal carries a penalty.

He also covers empathic listening, which he defines as reflecting the other person's feelings and needs rather than offering advice, sympathy or explanation, and he argues that people cannot hear anything until they feel heard. Rosenberg holds that anger comes from unmet needs combined with a judgment about someone else, and that the judgment is what converts the need into blame.

The language of the method is distinctive and many people find it artificial, which limits adoption in professional settings. The evidence is Rosenberg's own practice rather than research, and the empirical literature on the method is thin. The observation and evaluation distinction, and the identification of needs behind positions, transfer directly to difficult conversations without requiring the full vocabulary.

Key takeaways 8

  1. Most conflict statements combine an observation with an evaluation, which makes the other party defend against the judgment rather than address the event.
  2. Statements such as feeling ignored or feeling manipulated are judgments about another person's behaviour rather than reports of your own state.
  3. Feelings arise from unmet needs, so identifying the need is what makes a resolution possible rather than restating the complaint.
  4. A need can be met in many ways while a demand for one specific action can only be granted or refused.
  5. A request differs from a demand by whether refusal carries a penalty, and people can detect the difference regardless of how it is phrased.
  6. People cannot hear anything said to them until they feel heard, which makes reflecting the other person's position the precondition for being understood.
  7. Advice, sympathy and explanation all fail as responses to distress, because each redirects attention from the other person's experience.
  8. Anger comes from an unmet need combined with a judgment about someone, and removing the judgment leaves the need available to be addressed.

Who should read it

Managers and founders who have difficult conversations that keep escalating, wanting the observation and needs distinctions even if the vocabulary is left aside.

Who recommended it 5 · 1 direct

Emmett Shearreported

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Where it sits in the reference 1

Business themes

Topics

Negotiation and PersuasionPsychology and BehaviourSocial psychology, persuasion and influence