Interpersonal Relationship Skills Quotes

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

Changes in Relationship with others: It is especially hard to trust other people if you have been repeatedly abused, abandoned or betrayed as a child. Mistrust makes it very difficult to make friends, and to be able to distinguish between good and bad intentions in other people. Some parts do not seem to trust anyone, while other parts may be so vulnerable and needy that they do not pay attention to clues that perhaps a person is not trustworthy. Some parts like to be close to others or feel a desperate need to be close and taken care of, while other parts fear being close or actively dislike people. Some parts are afraid of being in relationships while others are afraid of being rejected or criticized. This naturally sets up major internal as well as relational conflicts.

The key to healthy communication is having a willingness to lay aside our defensive tendencies and accept responsibility for our part of the relationship

Individual Desirability / Aggregate Desirability = Your Desirability Ratio The higher a relationship’s Desirability Ratio, the more stable a relationship will be. If a relationship’s Desirability Ratio drops below one for either partner, the relationship becomes very likely to dissolve. To put that in other words: When your partner is much more desirable to you than their “league” would suggest, and when this dynamic is mutual (i.e., each partner values the other more than society on average values that other partner), your relationship will be uniquely stable. However, if either partner values the other less than that person would be valued on an open market, the relationship becomes unstable.

Complex PTSD consists of of six symptom clusters, which also have been described in terms of dissociation of personality. Of course, people who receive this diagnosis often also suffer from other problems as well, and as noted earlier, diagnostic categories may overlap significantly. The symptom clusters are as follows: Alterations in Regulation of Affect ( Emotion ) and Impulses Changes in Relationship with others Somatic Symptoms Changes in Meaning Changes in the perception of Self Changes in Attention and Consciousness

Toxic relationships are like a good pasta that has been overcooked.

Communication is an art form that is crafted throughout our lives.

Unhealthy relationships are most commonly lacking in the most essential of ingredient: healthy communication.

It is essential that children who are directly or indirectly affected by domestic violence receive psychological care.

Relationships are an art form created by two or more individuals who have similar or complementary visions, passions, and ambitions.

To a degree that we seldom realize, we depend upon the participation of others in our lives, and upon our own participation in the lives of others. Our success and effectiveness as persons is based upon this participation, and upon an ability to maintain a controlling competence in communicating with others.

One gift of nonjudgmental, agendaless presence is that a wide road of acceptance opens, so that the inner world of our people gradually begins to sense, experience and trust that every part is equally valued and equally welcome.

The greatest thing I learned while taking classes at Second City was the very first thing they taught: 'Yes, and...'. In improv, you keep scenes alive but accepting whatever you are given and then adding to it or amplifying it. There is no space on stage for 'No,' 'I'm sorry, you're mistaken,' or 'Yes, but...'. Those transitions kill energy, set up interpersonal conflict, engage the ego in a defensive posture, and stymie the flow of conversation onstage.

New relationships do not deserve old problems, do they?

validation (in the context of interpersonal skills, anyway) is the act of recognizing and affirming the validity or worth of a person’s emotions. Essentially, validation means saying to someone, “I hear you. I get what you’re feeling, and it’s perfectly alright to feel that way.” Effective validation has two components: It identifies a specific emotion It offers justification for feeling that emotion

It takes a certain skill set to be partnered. You have the biological knowledge of the machine. What are the parts, where are they located, how do they work, what do they do? Then there is your intellectual understanding about sex, in history, what you believe about sex, what you were taught about sex. Then there's you intrapersonal skill, your relationship with yourself. Then there are interpersonal skills.

Existential isolation, a third given, refers to the unbridgeable gap between self and others, a gap that exists even in the presence of deeply gratifying interpersonal relationships. One is isolated not only from other beings but, to the extent that one constitutes one’s world, from world as well. Such isolation is to be distinguished from two other types of isolation: interpersonal and intrapersonal isolation. One experiences interpersonal isolation, or loneliness, if one lacks the social skills or personality style that permit intimate social interactions. Intrapersonal isolation occurs when parts of the self are split off, as when one splits off emotion from the memory of an event. The most extreme, and dramatic, form of splitting, the multiple personality, is relatively rare (though growing more widely recognized); when it does occur, the therapist may be faced (...) with the bewildering dilemma of which personality to cherish.

In these pages, we keep returning to one foundational principle: providing the possibility of emotional/relational safety for our people, be they patients, children, partners, friends or strangers. We are able to make this offer when they are experiencing their own neuroception of safety, not continuously, but as the baseline to which we return after our system has adaptively moved into sympathetic arousal or dorsal withdrawal in response to inner and outer conditions. When we neuroceive safety, we humans automatically begin to open into vulnerability, and the movement of our "inherent treatment plan" (Sills, 2010) has a greater probability of coming forward. When we have a neuroception of threat, we adaptively tighten down at many levels, from physical tension to activation of the protective skills we have learned over a lifetime (Levine, 2010). In that state, our innate healing path will often wisely stay hidden until more favorable conditions arrive.

A Jesus-focused ministry gives greater weight to connection over correction, recognizing that change and spiritual growth occur in the context of meaningful relationships. The student with special needs is more like to develop a personal relationship with Jesus if no one is hung up on the deficit in interpersonal skills and instead everyone cares more about providing a positive, anxiety-free church experience.

Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

These are things to have under your belt in order to make and strengthen boundaries: Educate them. To be blunt, narcissists aren’t exactly in tune with their interpersonal or communication skills. Try using incentives or other motivators to get them to pay attention to how their behavior affects others. They may not empathize or seem to get what you’re saying, but at least you can say you tried to look at it from your point of view. Understand your personal rights. In order to demand being treated fairly and with respect, it’s important to know what your rights are. You’re allowed to say no, you have a right to your feelings, you are allowed privacy—and there are no wedding or relationship vows that say you are at the beck and call of your partner. When a person has been abused for a long time, they may lack the confidence or self-esteem to take a stand on their rights. The more power they take back, though, the less the abuser has. Be assertive. This is something that depends on confidence, and will take practice, but it’s worth it. Being assertive means standing up for yourself and exuding pride in who you are. Put your strategies into play. After the information you’ve absorbed so far, you have an advantage in that you are aware of your wants, what the narcissist demands, what you are able to do and those secret tiny areas you may have power over. Tap into these areas to put together your own strategies. Re-set your boundaries. A boundary is an unseen line in the sand. It determines the point you won’t allow others to cross over or they’ll hurt you. These are non-negotiable and others must be aware of them and respect them. But you have to know what those lines are before making them clear to others. Have consequences. As an extension of the above point, if a person tries ignoring your boundaries, make sure you give a consequence. There doesn't need to be a threat, but more saying, “If you ________, we can’t hang out/date/talk/etc.” You’re just saying that crossing the boundary hurts you so if they choose to disregard it, you choose not to accept that treatment. The narcissist will not tolerate you standing up for yourself, but it’s still important. The act of advocating for yourself will increase your self-confidence, self-esteem and self-worth. Then you’ll be ready to recover and heal.

Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction. Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements. The challenge is to be a light, not a judge; to be a model, not a critic. Section 1 PERSONAL     and INTERPERSONAL EFFECTIVENESS  

Trustworthiness at the personal level. Trustworthiness is based on character, what you are as a person, and competence, what you can do. If you have faith in my character but not in my competence, you still wouldn’t trust me. Many good, honest people gradually lose their professional trustworthiness because they allow themselves to become “obsolete” inside their organizations. Without character and competence, we won’t be considered trustworthy, nor will we show much wisdom in our choices and decisions. Without meaningful ongoing professional development, there is little trustworthiness or trust. • Trust at the interpersonal level. Trustworthiness is the foundation of trust. Trust is the emotional bank account between two people that enables them to have a win-win performance agreement. If two people trust each other, based on the trustworthiness of each other, they can then enjoy clear communication, empathy, synergy, and productive interdependency. If one is incompetent, training and development can help. But if one has a character flaw, he or she must make and keep promises to increase internal security, improve skills, and rebuild relationships of trust. Trust—or the lack of it—is at the root of success or failure in relationships and in the bottom-line results of business, industry, education, and government.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

Practice the golden rule in business: Do unto others the way you would have them do unto you. Fairness will then be in your business. -- Practice the platinum rule in interpersonal relationships. It is "Do unto others, the way they want to be done unto." They will be more apt to stay comfortable when interacting with us when we are able to do things their preferred way.

People who do not have access to a good listener may not only be denied the opportunity to heighten their self-awareness, but they are also denied valuable feedback as to the validity and acceptability of their inner thoughts and feelings. By discussing these with others, we receive feedback as to whether these are experiences which others have as well, or whether they are less common. Furthermore, by gauging the reactions to our self-disclosures we learn what types are acceptable or unacceptable with particular people and in specific situations. […] The appropriate use of self-disclosure is crucial to the development and maintenance of long-term relationships […] Those who disclose either too much or too little tend to have problems in establishing and sustaining relationships.

In the short term, passive aggressive behaviors can be more convenient than confrontation and generally require less skill than assertiveness. They allow a person to exact revenge from behind the safety of plausible excuses ... So, what’s not to love? Truth be told, while momentarily satisfying or briefly convenient, in the long run, passive aggressive behavior is even more destructive to interpersonal relationships than aggression. Over time, virtually all relationships with a person who is passive aggressive become confusing, destructive, and dysfunctional.

Mature people take on the emotional work in relationships automatically because they live in a state of empathy and self-awareness. It’s impossible for them to overlook the fact that someone they care about is having a hard time. Doing this work allows them to successfully navigate all kinds of interpersonal situations without stepping on other people’s toes. Both at work and at home, emotional labor promotes goodwill and good relationships. Emotionally immature people, on the other hand, often take pride in their lack of this skill. They rationalize their impulsive and insensitive responses with excuses like “I’m just saying what I think” or “I can’t change who I am.” If you confront them with the fact that not saying everything you think is a sign of good sense or that people can’t mature without changing who they are, they will probably respond with anger or by dismissing you as ridiculous.

People often talk behind each other’s backs in a smug manner, intending to gain other’s approval or favor. It seems gossip is, unfortunately, part of who we are. But after looking at it closely, I learned that it does not have to be. I believe the tendency to gossip is more environmental than physiological. And we can certainly overcome such environmental influences – but only if we work at it. In this book, we will open up a dialogue about gossip. We will examine why people gossip. We will look at what motivates people to gossip. Most importantly, we will look at the impact of gossip and cover strategies and tips on how to alter that behavior.

change. I’m sure we’ll need your help from time to time, and maybe one of these days we’ll be able to return the favor.” Higgins felt that bubble of word vomit rise in his throat and spill out of his mouth before he could help himself. “Beirut,” he said. There was a change in the atmosphere as soon as the word slipped out, but he hammered on. “You lost a lot of Marines.” “Higgins.” Zyga’s voice was sharp. Stokes’ voice was colored with sadness as he said, “I keep telling myself we could’ve done something to prevent it.” “That’s why you’re here,” Higgins said. “When Director Thatcher told me about this program, I jumped at the chance to help build a better relationship between the Marine Corps and the CIA. My colleagues aren’t thrilled at the idea of getting into bed with your lot, but I have a great deal of respect for what you do. That’s why I’m here. Like the CIA, some of us in the Marine Corps are planning for the future. Terrorism will only grow in the coming years. Beirut was just the beginning. Lucky for me, your bosses and I agree.” He looked from one team member to another. “I heard about your first mission, and I’m glad it was a success. I’m glad you all made it out of there alive.” “Major Stokes will be stopping by every so often to check on our progress and offer additional advice and support,” Decker said. “I know it’s a bit unorthodox, but this man has seen it all. Don’t let his dumb grunt act fool you. His help will be invaluable to us as we move forward.” “Now we just need to get the Feds on board.” Stokes laughed, and the room joined him. “Good luck with that,” Abrams called out. “They hate us more than you do.” “That they do,” Stokes said. “They’ve been working on their program since the late ‘70s. Same sort of deal. If you can get into the mind of a killer, really understand how your enemy works, then you have a better chance of catching him before he hurts anyone else. We’re usually sent in after it’s too late. I want to change that.” “Might put you out of a job,” Higgins joked. Stokes laughed again. “Honestly, I don’t think that’d be so bad. Maybe I’ll join up with you. Maybe in a perfect world.” “In a perfect world, there wouldn’t be a need for any of us,” Higgins said. “You’re exactly right, Mr. Higgins.” “Doctor,” Higgins corrected automatically. His face flushed. “Ignore him,” Abrams said, reaching across Spencer to whack Higgins in the stomach. “He thinks just because he has two doctorates that he’s better than us.” “I do not,” Higgins mumbled. He felt his face grow even hotter. Stokes held up a hand in surrender. “You earned those degrees, Dr. Higgins. Wear them with pride.” Higgins shot a look at Abrams while the rest of the room continued to chuckle. Thatcher looked down at his watch. “It seems my time is up here,” he said. “I assume you can find your way back, Major?” “I’ll try not to steal any secrets on the way out.” “See that you don’t,” Thatcher said, shaking Stokes’s hand again before exiting the room. Everyone took their turn introducing themselves to Major Stokes, except Higgins, who hung back to observe how this new player interacted with everyone in the room. Where Higgins lacked interpersonal skills, Stokes excelled in the area. He could joke with Abrams in one breath and rein it in to speak in serious undertones with Spencer in the next. He and Johnson exchanged battle scars, and when it came to York, Stokes found a fellow intellectual to converse with. Higgins detected no condescension or disrespect in his voice even though she was the only woman in the room. As the personal introductions were finishing up, Stokes broke off from the group and walked over to where Higgins was still seated at the front of the room and sat down next to him. “More of an observer than a talker, right?” “You could say that.” “Should I be worried?” Higgins smiled.

Significant Seven Perceptions and Skills Strong perceptions of personal capabilities—“I am capable.” Strong perceptions of significance in primary relationships—“I contribute in meaningful ways and I am genuinely needed.” Strong perceptions of personal power or influence over life—“I can influence what happens to me.” Strong intrapersonal skills: the ability to understand personal emotions and to use that understanding to develop self-discipline and self-control. Strong interpersonal skills: the ability to work with others and develop friendships through communicating, cooperating, negotiating, sharing, empathizing, and listening. Strong systemic skills: the ability to respond to the limits and consequences of everyday life with responsibility, adaptability, flexibility, and integrity. Strong judgmental skills: the ability to use wisdom and to evaluate situations according to appropriate values.

As I mentioned earlier, validation (in the context of interpersonal skills, anyway) is the act of recognizing and affirming the validity or worth of a person’s emotions. Essentially, validation means saying to someone, “I hear you. I get what you’re feeling, and it’s perfectly alright to feel that way.

Is there a small habit that can support a major habit?” (For example, packing your exercise clothes in the morning so they’ll be ready for the gym in the evening.) “Do I often end the day frustrated because I didn’t complete the most important tasks?” (Identify the most important tasks for the next day and then schedule them into your calendar.) “What quick activities make me feel inspired or happy?” (For example, watching a short motivational video each morning.) “What five goals are the most important to me right now?” (What can you do daily to support all five of these goals?) “What are the activities that I love to do?” (Think of tasks that can support hobbies, like running, knitting, traveling, or reading.) “What areas of my financial life do I need to improve?” (If you’re in debt, then address this first. But if you have money in the bank, then you should build a habit that focuses on building up your investment portfolio.) “Can I improve the quality of my interpersonal relationships?” (Think about your interactions with your parents, children, significant other, and closest friends. Is there anything you can do daily to make these interactions better?) “What makes me feel great about myself?” (If something brings you enjoyment, then you should either do it every day or schedule time for it each week.) “How can I become more spiritual in my daily life?” (For example, read from a book of prayers, practice a bit of yoga, or recite positive affirmations.) “What is a new skill I’ve always wanted to master?” (For example, make a habit of researching and learning about talents like home brewing, playing a musical instrument, learning a new language, or anything that sounds fun.) “Is there anything I can do to support my local community or an important cause?” (We all believe in something. So if you schedule time daily for this activity, then it’s not hard to consistently help others.) “Is there something that I can do to improve my job performance and get a raise?” (For example, build a skill that will become valuable to the company.)

Self-Awareness Assessing our feelings, interests, values, and strengths; maintaining self-confidence. Self-Management Regulating emotions to handle stress, control impulses, and persevere in overcoming obstacles Social Awareness Understanding different perspectives and empathizing with others; recognizing and appreciating similarities and differences; using family, school, and community resources effectively Relationship Skills Maintaining healthy relationships based on cooperation; resisting inappropriate social pressure; preventing, managing, and resolving interpersonal conflicts; seeking help when needed Responsible Decision Making Using a variety of considerations, including ethical, academic, and community-related standards to make choices and decisions

Developing strong interpersonal relationships by creating lasting connections instead of just passing acquaintances will take your business to a new level.

Undoubtedly, the ability to remain composed even as your opinions and character are being deconstructed in your face is a hard skill to learn. But it is eventually learned, and you can maintain at least a decent level of surface-level civility to keep your interpersonal relationships from breaking down further.

validation (in the context of interpersonal skills, anyway) is the act of recognizing and affirming the validity or worth of a person’s emotions. Essentially, validation means saying to someone, “I hear you. I get what you’re feeling, and it’s perfectly alright to feel that way.” Effective validation has two components: It identifies a specific emotion It offers justification for feeling that emotion

At its most basic, emotional intelligence is the ability to manage the impact of emotions on our relationships with others. It involves recognizing accurately how you and others feel at any particular time and the way emotions are affecting the situation. It involves keeping feelings sufficiently in control so that we can act effectively. And in no small part it involves using good interpersonal skills to create positive relationships with both individuals and groups. Our ability to express the emotions we feel in a constructive way is the cornerstone of staying in control.

Protocols we have learned have the opportunity to become supplies when they encounter the solvent of this moment's need, softening to become flexible and adaptive.

If we focus on the means to change a person's state in the direction of what we believe is greater health, we are also stepping out of empathic connection. This is a violation of our innate expectation, at every biological level, that we are meant to be embedded in a nest of warm relationships.

Relational neuroscience increasingly assures us that we are continually shaping one another's embodied brains, and that the safety provided by deep listening offerings a unique support for engagement. However it is one thing to believe it cognitively and quite another to grow into the practice of this belief.

When we talk about cultivating a nonjudgemental, agendaless space between, we might easily believe this means we are passively present. Quite the contrary. We are dynamically awake in the midst of the inner stillness and receptivity, attending to and following what is emerging in our people.

Pause for reflection Let's take a moment to see if we remember a time when a process that had begun simply stopped, faded away, or became unavailable in some other way. It could be in our own therapy work or with our patients. What as our experience of this? We might check in with muscles, belly, heart, and breath as a beginning place. Then we can move to the feelings and thoughts that arose from these sensations. Do we feel at ease with these kinds of experiences, or does it feel as if something is wrong? We may find that other examples come to our awareness as well, bringing similar or different cascades of sensation, feeling and thought. As best we can, we may offer all of them welcome with warmth and kindness.

She taught me the four key skills in DBT. First is mindfulness. It’s the ability to radically accept things as they are and be present in the moment. The second is distress tolerance, which is the ability to tolerate negative emotions instead of trying to escape from them. The third is emotional regulation, which teaches you the ability to manage and change intense and problematic emotions. The fourth is interpersonal effectiveness, which teaches you to communicate with others in a way that is assertive, maintains self-respect, and strengthens relationships.

Sometimes we’re not even sure it’s an ability. When we see people with outstanding interpersonal skills, we don’t really think of them as gifted. We think of them as cool people or charming people. When we see a great marriage relationship, we don’t say these people are brilliant relationship makers. We say they’re fine people. Or they have chemistry. Meaning what? Meaning that as a society, we don’t understand relationship skills. Yet everything is at stake in people’s relationships. Maybe that’s why Daniel Goleman’s Emotional Intelligence struck such a responsive chord. It said: There are social-emotional skills and I can tell you what they are.

Significant Seven Perceptions and Skills Strong perceptions of personal capabilities—“I am capable.” Strong perceptions of significance in primary relationships—“I contribute in meaningful ways and I am genuinely needed.” Strong perceptions of personal power or influence over life—“I can influence what happens to me.” Strong intrapersonal skills: the ability to understand personal emotions and to use that understanding to develop self-discipline and self-control. Strong interpersonal skills: the ability to work with others and develop friendships

Thus, my life is essentially an on-going communication exercise—a continuous test of my communication skills. This is true for all of us—particularly when it comes to interpersonal relationships.

validation (in the context of interpersonal skills, anyway) is the act of recognizing and affirming the validity or worth of a person’s emotions. Essentially, validation means saying to someone, “I hear you. I get what you’re feeling, and it’s perfectly alright to feel that way.

Some people choose to lead, others to follow. Success is not primarily a matter of circumstances or native talent or even intelligence — it is a choice. Your beliefs, passion, values, enthusiasm, relationships, interpersonal skills and how they are blended, will move you further ahead towards success.

Adolescent Warning Signs Lack of peer relationships outside the family Anxiety in social situations Difficulty with social skills such as keeping a conversation going Depression, withdrawal Confusion Sexual identity problems Interpersonal problems—trouble interacting with people Sleep problems, including excessive sleeping Stress-related physical symptoms Feelings of persecution Family conflicts Antisocial attitudes Overdependence on TV, computer, or video games Using subjective symptoms as a way of avoiding responsibilities Procrastination Fear of groups Lack of planning or organization Difficulty with self-expression Feelings of loneliness Physical complaints Difficulty making and keeping friends; stormy relationships with peers Fear of new situations Rationalization about lack of social life Learning disabilities

Negative He has rigid attitudes. He is jealous, suspicious. He is defiant. He is lonely. He is insensitive to his feelings. He poses a high risk for addiction. He is secretive. He holds inner anger. He fears being hurt. He frequently resorts to denial of problems. Transitions Needed • Learn interpersonal relationship skills. • Develop a realistic concept of a healthy relationship. • Develop alternatives for handling stress. • Learn to identify and express your emotions. • Learn to accept help and support from others.

Communication is of paramount importance, and one of the most effective ways to cope with anxiety within a relationship. Talking about it openly, honestly and directly with your partner, opens the dialogue and creates a safe space for them to confide in you.

Insecurity in attachment relationships is a signal of limitation in mentalizing skills. We find that the traditional classification of attachment patterns may be helpfully reinterpreted in this context as indication of a relatively good (secure attachment), or relatively poor (insecure attachment) capacity to manage or cope with intimate interpersonal relationships. An absence of mentalizing capacity under stress is signaled by the disorganization of the attachment system.

Vampirism is the key to my relationships with others, the only mechanism that allows me to interact. Of course, this is a metaphor. Vampires, as such, do not exist, they are merely a hook on which to hang all manner of shameful parasitisms that need metaphor to come to terms with themselves. The shape that metaphor takes in me is special, as I said. What I need which I suck from the other is neither money, nor security, nor admiration, nor, in professional terms, subject matter or stories. It is style. I have discovered that every human being, every living being in reality, in addition to everything he has to show for himself by way of material and spiritual possessions, has a style he uses to manage those possessions. And I have learned to detect it and appropriate it. Which has important consequences for my relationships, at least for those I have established since I turned forty: they are temporary, they begin and end, and they are quite fleeting, more and more fleeting as I become increasingly skilled at capturing another’s personal style. Any other kind of vampirism could lead to permanent relationships; for example, if I extracted money or attention from my victim, the other’s reserves would likely become infinite. Even if I were looking for stories, a single subject could supply me indefinitely. But not style. It has a mechanism that gets worn out in the interpersonal transfer. Once in action, I watch my victim quickly dry up, wilted and vacant, and I lose all interest. Then I move on to the next one.