Uh-oh, it looks like your Internet Explorer is out of date.

For a better shopping experience, please upgrade now.

What's Making You Angry?: 10 Steps to Transforming Anger So Everyone Wins

What's Making You Angry?: 10 Steps to Transforming Anger So Everyone Wins

by Shari Klein, Neill Gibson

See All Formats & Editions

The Life-Enriching Purpose of Anger—When we're angry, we tend to get caught up in moralistic judgments about the wrongness of the other person's behavior. As the tension builds, the best we've learned is to control our anger before it leads to behavior we'll regret. This concise booklet offers a different approach to anger management. By applying the


The Life-Enriching Purpose of Anger—When we're angry, we tend to get caught up in moralistic judgments about the wrongness of the other person's behavior. As the tension builds, the best we've learned is to control our anger before it leads to behavior we'll regret. This concise booklet offers a different approach to anger management. By applying the concepts of the Nonviolent Communication (NVC) process you'll learn to view anger as a life-enriching emotion that can wake us up to what we need and value. Neill Gibson and Shari Klein offer a powerful, step-by-step approach that successfully transforms anger into healthy, mutually satisfying outcomes.

Get to know the 10 Steps to Transforming Anger So Everyone Wins. If you're an anger management counselor or teach anger management classes, this booklet will give you a fresh and life-changing approach to enhance your techniques. If you've had difficulties dealing with your anger in constructive ways, this booklet will help you transform anger into compassionate connection, healthier communication, and life-serving actions.

Product Details

Puddledancer Press
Publication date:
Nonviolent Communication Guides Series
Sales rank:
Product dimensions:
5.38(w) x 8.38(h) x 0.09(d)

Related Subjects

Read an Excerpt

What's Making You Angry?

10 Steps to Transforming Anger So Everyone Wins

By Shari Klein, Neill Gibson

PuddleDancer Press

Copyright © 2005 PuddleDancer Press
All rights reserved.
ISBN: 978-1-934336-09-0



Think of Anger as a Red Light on Your Dashboard

Anger acts like a warning light on your car's dashboard — if you attend to it promptly you're more likely to get where you want to go. Remember, when dealing with anger the goal is not just to "turn off the red light." Anger can be a wonderful wake-up call to help you understand what you need and what you value. Like warning lights and gauges, your emotions and the physical sensations in your body are there to help you understand which of your needs are being met or are not being met.

So, when tempers flare or violence looms, it helps to remember that you can make life enjoyable for yourself and others if you focus your attention on what you need, and put aside any ideas of the other as "wrong" or images of them as the "enemy." Make it your goal to attend to your underlying needs and to aim for a resolution so satisfying that everyone involved has their needs met also.


Look Clearly at What Happened

Have you ever asked a person what they are angry about? Most likely, they told you that someone said or did something wrong. One example might be an executive saying, "He's unprofessional! He ruined the presentation! He was disrespectful to everyone in the meeting!" Such statements say very little about what really happened. In this step you want to be like a detective — you want "just the facts." Notice the difference in the quality of information between the previous statements and the following: The executive might have said, "He arrived twenty minutes later than the scheduled start time, and brought coffee-stained handouts."

In this step you take a clear look at what you are reacting to. When you can objectively describe what happened you are more likely to be clear about what you need. Other people are less likely to respond defensively because they can more easily agree with what you've said. So, the second step in dealing with a charged situation is to be able to state a clear observation of the situation itself.

Statements from an angry spouse, such as "You insulted me," "You're a control freak," or "You're always trying to manipulate me," imply wrongness, but they don't describe what actually happened. With the aim of making a clear observation, you ask yourself, "What would a video camera have recorded?" With this perspective you might be able to describe the situation very differently. "I heard you say I'm a lazy slob." "You said you wouldn't go out with me unless I wore the red dress." "You said I always wear clothes that are out of style." Once you can clearly describe what you are reacting to, free of your interpretation or evaluation of it, other people are less likely to be defensive when they hear it.


Take Responsibility

Anger is also a signal that you've been distracted by judgmental or punitive thinking, and that some precious need of yours is being ignored. Use your anger to remind yourself to stop, look under your hood and into your heart to find out what needs attention.

When your car's water temperature gauge is in the red, your engine's need for cooling is not being met. When your car's battery warning light is off, your charging system is doing fine. Like these indicators, your emotions and the physical sensations in your body are very powerful and accurate indicators of the conditions under your personal hood. They are designed to tell you very quickly and clearly, in each moment, which of your needs are — or are not — being met.

Keep in mind that other peoples' actions can never "make" you feel any certain way. Feelings are your warning indicators. Your feelings always result from whether or not your needs are being met. Anger results from focusing your attention on what another person "should" or "shouldn't" do and judging them as "wrong" or "bad." As your attention shifts to identifying which of your needs aren't being satisfied in a situation, your feelings will shift also. When you discover that you didn't receive treatment that met your need for respect, you might feel hurt, scared, or disappointed, but without "should" thinking and judgments of others as "wrong" you won't feel angry.

When your feelings have served their purpose — when your attention is fully focused on your needs and values — then anger melts away. This transformation is not the same as repression, and it's not the same as "calming down." The emotions you feel when you are in touch with your needs may be intense and very painful, but they will be different emotions than anger.


"Name the Blame" and Get Clear About What You Feel

In our culture most of us have been trained to ignore our own wants and to discount our needs. We've been called selfish for "wanting," and "needy" when we voice our deepest yearnings. But the fact is that everyone has needs, all the time. Every human being needs respect. Everyone needs nourishment, harmony, self-expression, and love (to name a few basic human needs). The only humans who don't have needs are dead.

When you're angry you are likely to have "blame thinking" going on in your head. Inside of "blame thinking" you have emotions, and these are caused by unmet needs. When you can get conscious of your "blame statement" you can begin to explore your feelings and use these feelings to get clear about which of your needs are going unmet.

For example, if your blame statement was, "She's always insulting me," what emotion or body sense would you feel? Would you feel tense, scared, sad, anxious, or confused? Naming our feelings is not as easy as it sounds! As a society we are trained to mix our evaluation with our feelings and this is what gives rise to "blame statements" in the first place. Separating your feelings from your judgment of others is an important part of getting clear about your needs and moving into action to get them met. You can use the feelings inventory in chapter four of Dr. Marshall B. Rosenberg's book, Nonviolent Communication: A Language of Compassion (PuddleDancer Press, 1999) to develop your vocabulary of feelings and learn how these feelings relate to your needs (see Basic Feelings list at the back of this booklet).


Determine Your Needs

"Wait a minute, my reliability warning light is on!" The executive who thought the employee "ruined the presentation" remembered that his anger was just a warning. When he looked underneath his anger, translated his judgments and discovered his underlying needs, he realized that he values reliability, integrity, and trust very highly. Focusing on these needs brought a shift in the executive's state of mind. His anger dissolved. Instead, once in touch with these unmet needs, the executive felt worry and a pang of disappointment.

Even the harshest labels like "psychopath" are just veiled expressions of unmet needs. When a person calls someone a psychopath, it's a tragic expression of their unmet needs, possibly for predictability, trust, or safety. It's tragic because the very act of calling someone a psychopath almost guarantees that the underlying needs will continue to go undiscovered, unexpressed, and unmet.

The beauty of being able to correctly interpret your feelings as warning signals is that, once you discover what you need, you are back in a powerful position to act toward getting your need met! You can use the human needs inventory in chapter five of Nonviolent Communication to develop your vocabulary of needs.

Having named your need, spend some time really noticing how important that need is to you, how you yearn for it, and how much more satisfying life is when that need is satisfied.

You're Half Way There!

In the previous steps you explored how you are. In Step 2, you took a more accurate look at what the other person did. In Step 3, you took responsibility for your feelings, and in Step 4, you took ownership of your thinking and began to look underneath at your natural feelings and needs. You chose to use your thinking powerfully, as a way to clarify what you value. In Step 5, you experienced a fuller sense of self because you're in touch with your needs.

In the following steps you will explore who can do what so everyone's needs will be met. With Step 6, you begin to envision actions that are in harmony with meeting those needs.


Find the "Do" Behind the "Don't"

When people are angry, they often focus on the behavior that they want the other person to stop. This is similar to wanting your car to stop overheating. You can want your car to stop overheating but you're stuck with a car that overheats until you identify what needs to be fixed and take the actions needed to fix it.

The executive in the previous example may identify that he needs greater trust and reliability when it comes to presentations being made on time and with materials he enjoys using. If he has been trained the way most of us have, he may be tempted to think he wants to tell the other person, "Don't show up late and don't bring coffee-stained handouts." The problem is that the person may not show up at all rather than being late, or show up without handouts rather than with soiled ones.

He is much more likely to get his needs met if he can come to an agreement around a "positive" request that states clearly what actions would meet his needs. For example, "Would you agree to call me 30 minutes before the meeting so I know you will be on time, and put the handouts in a protective envelope as soon as they are copied?" Place your focus on what you do want, not on what you don't want.


Think of a Clear Action Request

Earlier, you saw that angry people think they're angry because other people made them angry. Now you harness the power to undo this misconception and focus on the power you and others have — the power to deliberately make life more wonderful through the use of a "present tense" request.

"I want you to be reliable" is not a clear and doable request. In this step, the idea is to envision the other person doing or saying something right now that is in harmony with your desire and likely to meet your need. Ask yourself, "Right now, what could the other person say or do to honor my needs?"

For instance, a man passed over for a long-expected promotion was keenly aware of his unmet needs for recognition and respect. He was already clear about how to say what had happened, his feelings about it, and his needs. Only then did he consider making a very clear "positive action" request. He decided that the following would be a good beginning request for the dialogue he wanted to have with his boss: "Would you review at least two projects with me that I completed this year, and that you believe improved the company's market position?"

The man realized that his request was a "future request" and to really stay connected with his boss he wanted to make a "present action" request. To do this the man asked himself what action his boss could take in the moment he made his request.

He figured out two requests that his boss could respond to right now. The first was starting with, "Would you agree to ..." This creates an agreement in this moment to do something in the future. It is something the other person can respond to immediately. He also added, "... within the next week." This request creates a definite time period during which the agreed-upon action will take place. Now the complete request is positive in action language and in time. "Would you agree to review with me, within the next week, at least two projects that I completed this year, and that you believe improved the company's market position?"


Name Their Feelings and Needs

Just like coins, every situation has at least two sides. If you really want to reliably meet your own needs, it is important to make sure that the other person's needs are met as well. This step is about demonstrating your understanding that your needs can never be fully met at someone else's expense. It is about shining the light of awareness on your own feelings, needs, and requests, and shining it on people in your life as well.

Use steps 2 through 7 to guess in your mind what the other person is experiencing. The essential element is to guess without worrying about guessing accurately. This is your best attempt to imagine what the other person desires, what the other person needs when they are acting as they do.

Remember, you haven't started talking yet. You're thinking hard, but you haven't spoken to the other person yet.

So guess at their feelings. Translate the statement, "He's compulsive" into what you imagine the other person does want. For example, maybe they crave beauty and order (and that's why they're after you to pick up the dirty socks on the floor), or maybe they are yearning to be nurtured, cared for, or loved (and that's why they complain about you spending time with your friends). At this point, even though you are not talking to the other person yet, you are seeing the person differently. You are replacing your "enemy" image of the other person with a vision of something beautiful and sweet — the vision of a human being with needs, who seeks to make life more enjoyable by satisfying those needs.


Decide Whose Need You Will Talk About First

Think big. Enjoy imagining that everybody's needs will be understood and honored, that no one will "win" at someone else's expense. The process is complete only after both people have been heard and understood and walk away satisfied. You're not done if only one person has been heard and understood.

Only one person, however, can be heard at a time, so ask yourself several questions to determine who will speak first and who will listen first. Do you want to express how you are and invite the other person's understanding? Or do you want to extend your understanding to the other person first? Who is in the greatest distress? Who has the greatest clarity? Consider what happens when the person with greater clarity chooses to focus their attention first on hearing the feelings and needs of the person in greatest distress. Being heard in this way, the other person will most likely experience relief and clarity, and be more willing to consider your needs.

Either way, you are the one to focus the light of awareness during the conversation. You will be the one who will focus on feelings, needs, and values, and determine whose needs to explore first. If you choose to express, you'll be revealing your feelings, needs, and requests, which you identified earlier. If you choose to receive, you'll invite the other person to reveal their feelings, needs, and requests, which you guessed at in the previous step.


Now Start Talking

Ask yourself the following questions before you begin talking: Are you clear about what you're reacting to? Are you in touch with your feelings and needs? Do you have a hunch about the other person's feelings, needs, and values? Do you know what you want to happen next? Okay, now's the time to talk! Here are some suggestions about what to say (and what not to say).

First, don't say anything from Step 3. This is the blameful thinking that fueled the anger in the first place. Instead, stick to Step 2 and state a clear observation ("I have been thinking about how you spend three nights a week with your friends."). Then jump to Step 4 and be open about how you are feeling. Remember to choose a feeling that comes from the heart or a body sensation, like "I feel lonely and sad." Watch out if you start by saying, "I feel that ..." or "I feel like you ..." Remind yourself that what is likely to follow is analyzing or blaming, and that you are unlikely to get what you want by speaking this way. Remember: express emotions and body sensations, not analysis or blame.

Once you've named the feeling that replaced your anger when you got in touch with your needs, name your needs out loud ("I realize I need more companionship than I'm getting."). Then make a request that invites a response that will make life more fulfilling right now ("Would you be willing to agree to spend every Tuesday and Saturday evening with me?").

The other person will also want understanding for their needs. But chances are that they won't have done all the internal work you just did. They will probably go straight to Step 3. They may be saying something out loud, like "You're so selfish — it's always about you, isn't it?" They're just the blameful sorts of things you've just refrained from saying to them! That's okay. You can handle it. Choose to empathically receive whatever they say. Move your attention to their feelings and needs. Guess what action they might like you to take. "So are you worried (feeling) about consideration for your needs (need) and want to know that I am willing to consider them as well (action)?"


Excerpted from What's Making You Angry? by Shari Klein, Neill Gibson. Copyright © 2005 PuddleDancer Press. Excerpted by permission of PuddleDancer Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Meet the Author

Shari Klein and Neill Gibson are both long-time volunteers coordinating trainings in the NVC process, and the local contact people for NVC training in their areas. Together they share with you their understanding of how you can move beyond simply managing anger to transforming it into life-enriching communication.

Customer Reviews

Average Review:

Post to your social network


Most Helpful Customer Reviews

See all customer reviews