Naw, I fully admit that I don't feel like dealing with the entirety of what was intended or perceived in any of the articles cited, but merely took ideas from them as they applied to ones I was already thinking about. I don't know that I could predict how we would agree or disagree if I fully considered them for what they are apart from my current life issues, but it surprises me not at all that the quirky bits I pulled and used are not what other people saw. I can have tunnel vision when something occupies my brain.
Just hearing the story you mention is actually really motivating to me too, but I've been trying to figure out where my hesitancy comes from with the current situation and why I have no trouble adjusting how I present information, say, or teach the grad students under me. One of them has a language barrier, I've learned to write things down for her. Another will have a conversation, walk away and think about it, then come back later and ask for more details, but it's really best to wait for him to prompt you. Another must be told absolutely bluntly that she is interrupting (again) and that I'll need 20 minutes before I can talk to her, but if I'm clear and calm about it, she'll be back in 20 minutes and we can proceed.
But it's the thing where my boss is offensive, and it's the thing where he's my mentor and advisor and he should know better, I feel. I think it's a respect situation. I don't perceive sufficient respect from him when he gets in one of these moods, and it's difficult to respect him enough in return to put in the effort of being absolutely painfully clear about what I want when I expect him to turn it on me. That's my issue, though, and when he's in a better mood, like he is now, it's inaccurate and an excuse.
Brain work/choking off emotional responses may be my new motto, if I start having a motto.
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branchandroot
no subject
Date: 2008-03-09 01:58 am (UTC)Just hearing the story you mention is actually really motivating to me too, but I've been trying to figure out where my hesitancy comes from with the current situation and why I have no trouble adjusting how I present information, say, or teach the grad students under me. One of them has a language barrier, I've learned to write things down for her. Another will have a conversation, walk away and think about it, then come back later and ask for more details, but it's really best to wait for him to prompt you. Another must be told absolutely bluntly that she is interrupting (again) and that I'll need 20 minutes before I can talk to her, but if I'm clear and calm about it, she'll be back in 20 minutes and we can proceed.
But it's the thing where my boss is offensive, and it's the thing where he's my mentor and advisor and he should know better, I feel. I think it's a respect situation. I don't perceive sufficient respect from him when he gets in one of these moods, and it's difficult to respect him enough in return to put in the effort of being absolutely painfully clear about what I want when I expect him to turn it on me. That's my issue, though, and when he's in a better mood, like he is now, it's inaccurate and an excuse.
Brain work/choking off emotional responses may be my new motto, if I start having a motto.