Solving Relationship Problems Quotes

We are trained to analyze problems and create solutions. We forget that marriage is a relationship, not a project to be completed or a problem to solve.

Don’t you see? It’s just not possible for one person to watch over another person forever and ever. I mean, suppose we got married. You’d have to work during the day. Who’s going to watch over me while you’re away? Or if you go on a business trip, who’s going to watch over me then? Can I be glued to you every minute of our lives? What kind of equality would there be in that? What kind of relationship would that be? Sooner or later you’d get sick of me. You’d wonder what you were doing with your life, why you were spending all your time babysitting this woman. I couldn’t stand that. It wouldn’t solve any of my problems.

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

Being in a real relationship was supposed to fix the kinks in our lives. It should’ve made our problems easier. We no longer have to pretend. We can be ourselves. We’re free from one lie. Isn’t this the part where our love overcomes our addictions? Where our problems magically solve from a kiss and a promise?

Problems are solved from the inside out not the other way around.

Wisdom starts when you know yourself. You will realise that everything aligns itself perfectly when you live your truth, break limiting habits and challenge yourself daily.

When you cease to blame your spous eand own the problem as yours, you are then empowered to make changes to solve your problem.

Let them see that you trust them & let them solve their own problems, make their own decisions.Do that & they will commit their lives to you. Bully the, control them out of fear or malice or just for your own convenience, & after a while you'll have to spend all your time thinking for them, controlling them, & stifling their resentment.

Anyone can say 'I love you', however so many other sayings carry more weight in a relationship: “I understand what you went through because I went through it too.” “I believe you and in you.” “I see the pain you are going through and we will conquer this together.” “I don’t want to change you. I just want to help you become the best version of yourself.” “You matter to me, therefore I will be there for you always.” "I will never keep things from you because you have my respect and friendship. If I find out someone is putting you down, I will stand up for you. ” “Your character will always shine when I speak about you because to damage your name is to damage ours.” “I will go to the ends of the earth to save you from yourself or others.” “What you have to say is important to me because I see you’re hurting and that hurts me, so I am going to listen. Together we will solve this problem.” “I don’t care about your past. That was yesterday. Today, we are going to start over because people make mistakes, but they don’t have to pay for them for the rest of their life.” "How can I help you get through this?" “In sickness or in health...I meant it and I will search the world to find a way to keep you in it because you mean that much to me.” “I don’t want to be your parent. I want to be your best friend, lover, cheering section, playmate and fill all the important parts of your soul. Together we will fill the rest as equals.

When we do not put our primary emotional energy into solving our own problems, we take on other people’s problems as our own.

When he had promised himself that he wouldn't try to repair Jude, he had forgotten that to solve someone is to want to repair them: to diagnose a problem and then not try to fix that problem seemed not only neglectful but immoral.

Stop assuming people can read your mind. Communicate yourself.

You could help someone else in a relationship. you could strengthen them and support them. but you couldn't actually do everything for them. you couldn't solve all their problems.

Imagine if for every person you met, you thought of some way to help them, something you could do for them? And you looked at it in a way that entirely benefited them and not you. The cumulative effect this would have over time would be profound: You’d learn a great deal by solving diverse problems. You’d develop a reputation for being indispensable. You’d have countless new relationships. You’d have an enormous bank of favors to call upon down the road. That’s what the canvas strategy is about—helping yourself by helping others.

Everybody needs to be good-natured with a good heart, because in this way we can solve our own problems as well as those of others, and we can make our human life meaningful.

We forget that marriage is a relationship, not a project to be completed or a problem to solve. A relationship calls for sympathetic listening with a view to understanding the other person’s thoughts, feelings, and desires.

Class is much more than Marx's definition of relationship to the means of production. Class involved your behavior, your basic assumptions, how you are taught to behave, what you expect from yourself and from others, your concept of a future, how you understand problems and solve them, how you think, feel, act.

Do not respond to people being upset by confidently giving them advice on how to solve their problems

Anyone can learn the skill set of Emotional Intelligence, but that won't solve an empath's biggest problem, which is the need to remove pain belonging to others from your aura.

Unhealthy love is based on two people trying to escape their problems through their emotions for each other--in other words, they're using each other as an escape. Healthy love is based on two people acknowledging and addressing their own problems with each other's support. ...The mark of an unhealthy relationship is when two people who try to solve each other's problems in order to feel good about themselves. Rather, a healthy relationship is when two people solve their own problems in other to feel good about each other.

feeling angry signals a problem, venting anger does not solve it. Venting anger may serve to maintain, and even rigidify, the old rules and patterns in a relationship, thus ensuring that change does not occur. When emotional intensity is high, many of us engage in nonproductive efforts to change the other person, and in so doing, fail to exercise our power to clarify and change our own selves. The old anger-in/anger-out theory, which states that letting it all hang out offers protection from the psychological hazards of keeping it all pent up, is simply not true. Feelings of depression, low self-esteem, self-betrayal, and even self-hatred are inevitable when we fight but continue to submit to unfair circumstances, when we complain but live in a way that betrays our hopes, values and potentials, or when we find ourselves fulfilling society’s stereotype of the bitchy, nagging, bitter, or destructive woman. Those of us who are locked into ineffective expressions of anger suffer as deeply as those of us who dare not get angry at all.

Questions are taken for granted rather than given a starring role in the human drama. Yet all my teaching and consulting experience has taught me that what builds a relationship, what solves problems, what moves things forward is asking the right questions.

People can't solve your problems for you. And they shouldn't try, because that won't make you happy. You can't solve other people's problems for them either, because that likewise won't make them happy. The mark of an unhealthy relationship is two people who try to solve each other's problems in order to feel good about themselves.

People with strong boundaries understand that it's unreasonable to expect two people to accommodate each other 100 percent and fulfill every need the other has. People with strong boundaries understand that they may hurt someone's feelings sometimes, but ultimately they can't determine how other people feel. People with strong boundaries understand that a healthy relationship is not about controlling one another's emotions, but rather about each partner supporting the other in their individual growth and in solving their own problems. It's not about giving a fuck about everything your partner gives a fuck about. It's about giving a fuck about your partner regardless of the fucks he or she gives. That's unconditional love baby.

If you feel that you can solve others problems, then please, work little more on your own problems and solve them first.

I am always trying to figure God out so that I can figure Him in. But after a while I figure that I should just let God be God, and figure that He’ll figure it all out anyway.

How are you feeling? What problems are you facing? How can I help you solve those problems? That’s the kind of conversation that helps married couples stay in love with each other. Or it leads people into affairs when it’s done outside of marriage and with someone of the opposite sex. It’s intimate conversation.

Dear 2600: I think my girlfriend has been cheating on me and I wanted to know if I could get her password to Hotmail and AOL. I am so desperate to find out. Any help would be appreciated. Thanks. And this is yet another popular category of letter we get. You say any help would be appreciated? Let’s find out if thats true. Do you think someone who is cheating on you might also be capable of having a mailbox you don’t know about? Do you think that even if you could get into the mailbox she uses that she would be discussing her deception there, especially if we live in a world where Hotmail and AOL passwords are so easily obtained? Finally, would you feel better if you invaded her privacy and found out that she was being totally honest with you? Whatever problems are going on in this relationship are not going to be solved with subterfuge. If you can’t communicate openly, there’s not much there to salvage.

What do you think of yourself, your daily life, your body, your relationship with others? Ask yourself these questions. Write down the answers or speak them into a recorder. But in one way or another objectify them.

If we believe that we’re unworthy of love, we need the idea of a loving, doting partner who affirms how perfect we are to correct it. Without understanding that we want that love to fix something in us, we just think we desperately want love because we’re romantic, or because happy lives do not exist without it. But the people who are conscious of why they desire something are able to choose wants that are not based in solving a problem, but in something more genuine and healthy.

But no matter how carefully we schedule our days, master our emotions, and try to wring our best life now from our better selves, we cannot solve the problem of finitude. We will always want more. We need more. We are carrying the weight of caregiving and addiction, chronic pain and uncertain diagnosis, struggling teenagers and kids with learning disabilities, mental illness and abusive relationships.

My dear, you have a lot to learn about relationships if you think all problems can be solved by a single conversation.

Don't give a permanent solution to a temporary situation.

Correctly identifying a negative emotion takes the brain out of fight-or-flight mode and into problem-solving mode, out of tension, anger and confusion and into ease, calm and clarity.

Absent the commitment to confront the challenges we face together as a human community, charity doesn’t solve problems. It separates us from the problem temporarily and gets us off the hook.

Projects become complex because we try to solve it alone. Use your working relationships to help you problem solve. Your solution may be as easy as asking your online community for help and direction.

There was no singles problem until singles got so single-minded that they stopped wasting time with anyone ineligible. Before that, it was understood that one of society's main tasks was matchmaking. People with lifelong friendships and ties to local nonprofessional organizations did not have to fear that isolation would accompany retirement, old age, or losing a spouse. Overburdened householders could count on the assistance not only of their own extended families, but of the American tradition of neighborliness.

magine if for every person you met, you thought of some way to help them, something you could do for them? And you looked at it in a way that entirely benefited them and not you. The cumulative effect this would have over time would be profound: You’d learn a great deal by solving diverse problems. You’d develop a reputation for being indispensable. You’d have countless new relationships. You’d have an enormous bank of favors to call upon down the road. That’s what the canvas strategy is about—helping yourself by helping others.

There’s a friend at the end of your pen which you can use to help you solve personal or business problems, get to know all the different parts of yourself, explore your creativity, heal your relationships, develop your intuition

Our souls are not hungry for fame, comfort, wealth, or power. Those rewards create almost as many problems as they solve. Our souls are hungry for meaning, for the sense that we have figured out how to live so that our lives matter,

When we don’t have money, we’re sure having it will solve all our problems. When we don’t have a relationship, we’re sure being in one will make us whole. When we don’t have our health, we’re sure being healthy will make us happy. We’re so sure about what we don’t have. What would happen if we were so sure about what we did have? Try it…it’s called gratitude.

Linear models tend to define relationships in terms of roles rather than people: the boss rather than the person actually exerting influence. The organic model tends to define relationships in terms of one unique person to another unique person.

So what is the fallout for dogs of the Lassie myth? As soon as you bestow intelligence and morality, you bestow the responsibility that goes along with them. In other words, if the dog knows it’s wrong to destroy furniture yet deliberately and maliciously does it, remembers the wrong he did and feels guilt, it feels like he merits a punishment2, doesn’t it? That’s just what dogs have been getting - a lot of punishment. We set them up for all kinds of punishment by overestimating their ability to think. Interestingly, it’s the “cold” behaviorist model that ends up giving dogs a much better crack at meeting the demands we make of them. The myth gives problems to dogs they cannot solve and then punishes them for failing. And the saddest thing is that the main association most dogs have with that punishment is the presence of their owner. This puts a pretty twisted spin on loooving dogs ‘cause they’re so smart, doesn’t it?

We all have a capacity to resurrect ourselves, resurrect our dreams, find our true purpose and create harmony with our family members. Be willing to learn, to reach out to someone who can help you. Be willing to find someone to hold your hand, to take you to the next stage.

Don’t let your stuff be a battlefield for your relationships. Instead of focusing on whose mess it is, think of it as a group problem that you’re going to solve together. Don’t use words like “yours” and “mine.” Talk about the clutter and challenges surrounding it as “ours.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

Detachment is not a cold, hostile withdrawal; a resigned, despairing acceptance of anything life and people throw our way; a robotical walk through life oblivious to, and totally unaffected by people and problems; a Pollyanna-like ignorant bliss; a shirking of our true responsibilities to ourselves and others; a severing of our relationships. Nor is it a removal of our love and concern... Detachment is based on the premises that each person is responsible for himself, that we can't solve problems that aren't ours to solve, and that worrying doesn't help. We adopt a policy of keeping our hands off other people's responsibilities and tend to our own instead. If people have created some disasters for themselves, we allow them to face their own proverbial music. We allow people to be who they are. We give them the freedom to be responsible and to grow. And we give ourselves that same freedom. We live our own lives to the best of our ability. We strive to ascertain what it is we can change and what we cannot change. Then we stop trying to change things we can't. We do what we can to solve a problem, and then we stop fretting and stewing. If we cannot solve a problem and we have done what we could, we learn to live with, or in spite of, that problem. And we try to live happily — focusing heroically on what is good in our lives today, and feeling grateful for that. We learn the magical lesson that making the most of what we have turns it into more. Detachment involves "present moment living" — living in the here and now. We allow life to happen instead of forcing and trying to control it. We relinquish regrets over the past and fears about the future. We make the most of each day.

Without a clear purpose, you will keep changing directions, jobs, relationships, churches, or other externals — hoping each change will settle the confusion or fill the emptiness in your heart. You think, Maybe this time it will be different, but it doesn’t solve your real problem — a lack of focus and purpose.

If I stay in an unhealthy relationship with you, perhaps it’s because I’m too weak-willed and indecisive to leave, but I don’t want to know it. Thus, I continue helping you, and console myself with my pointless martyrdom. Maybe I can then conclude, about myself, “Someone that self-sacrificing, that willing to help someone—that has to be a good person.” Not so. It might be just a person trying to look good pretending to solve what appears to be a difficult problem instead of actually being good and addressing something real. Maybe instead of continuing our friendship I should just go off somewhere, get my act together, and lead by example.

Solve these two problems- Encourage the rich and protect the poor, abolish pauperdom, put an end to the unjust exploitation of the weak by the strong, and a bridle on the innate jealousy of the man who is on his way for a man who has arrived, achieve a fair and brotherly relationship between work and wages, associate compulsory free education with the bringing up of the young, and make knowledge the criterion of manhood, develop minds while finding work for hands, become both a powerful nation and a family of contented people.

One of the advantages of being born in an affluent society is that if one has any intelligence at all, one will realize that having more and more won’t solve the problem, and happiness does not lie in possessions, or even relationships: The answer lies within ourselves. If we can’t find peace and happiness there, it’s not going to come from the outside.

Many of us are busy “doing” but are not keeping our personal relationship with God in tune.

We forget that marriage is a relationship, not a project to be completed or a problem to solve.

Everyone has a paradigm that defines his or her reality. This paradigm is created, largely, by society. So it is limited because it does not include our mind and soul’s desires.

To be with the right person cannot solve all your life's problem, on the other hand, being with the wrong one can create many.

Trying to solve a problem, which is not a problem, is a problem.

venting anger does not solve the problem that anger signals.

Life is a series of puzzles; all you have to do is solve the puzzles.

What prevents a woman from walking out of an abusive relationship? Old-school feminists will speak about economic independence. A woman is free if she has the money to support herself. With a job, she will find her feet. If she has a job, it will miraculously solve all her problems. A job will give her community. One day she will walk into the office, and they will ask her about the bruise above her eyebrow and she will say she walked into a wall, but they will know it is her husband hitting her, and they will wrap her up in a protective embrace.

The more contact people have with each other, the more opportunities both have to do things in their own way and be misunderstood. The only way they know of to solve problems is to talk things out, but if different ways of talking are causing a problem, talking more isn’t likely to solve it. Instead, trying harder usually means doing more of whatever you’re doing—intensifying the style that is causing the other to react. So each unintentionally drives the other to do more and more of the opposing behavior, in a spiral that drives them both up the wall.

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

Then I don't think I understand what love is. I thought I knew. I thought it was this great thing where two people support each other and work together to solve problems. I thought it was about trust and loyalty, being honest, kind, being a team. But now I have no idea. In fact, I'm doubting that love exists. Maybe, as a society, we made it up to explain and justify our unhealthy desire for co-dependence." .... "I actually agree with you to a certain extent, if I'm understanding your meaning correctly. We humans, most of us are co-dependent and it's often unhealthy. It's up to the two people wishing the relationship to keep the co-dependence healthy. But, you are assuming there is only one kind of love, Kaitlyn. I can tell you there are as many kinds of love in the world as there are stars in the sky.

For as long as I’d been dating, I’d had a mental flow chart, a schedule, of how things usually went. Relationships always started with that heady, swoonish period, where the other person is like some new invention that suddenly solves all life’s worst problems, like losing socks in the dryer or toasting bagels without burning the edges. At this phase, which usually lasts about six weeks max, the other person is perfect. But at six weeks and two days, the cracks begin to show; not real structural damage yet, but little things that niggle and nag. Like the way they always assume you’ll pay for your own movie, just because you did once, or how they use the dashboard of their car as an imaginary keyboard at long stoplights. Once, you might have thought this was cute, or endearing. Now, it annoys you, but not enough to change anything. Come week eight, though, the strain is starting to show. This person is, in fact, human, and here’s where most relationships splinter and die. Because either you can stick around and deal with these problems, or ease out gracefully, knowing that at some point in the not-too-distant future, there will emerge another perfect person, who will fix everything, at least for six weeks.

We're the expendable half of the species, ladies. We're designed to take down the bad guys, to save the children. We're your weapons, your attack dogs. We're ready to i.e. taking down the threats against you. There isn't much call for this in the twenty-first century, but this is our baggage. We're here to solve your problems, and when you have no need for our upper-body strength, raw courage, or foolish daring, we can be at a loss.

Objectives are business outcomes and results that have substantial impact on the products, services, and relationships of the enterprise, and which can be measured. They may be new opportunities reached or problems solved.

A child needs to internalize a model of someone who has a life of her own. The parent whose life is centered around her children is influencing them to think that life is about either becoming a parent or being forever served by a parent. Let your child know you have interests and relationships that don’t involve her. Take trips without her. Show her that you take active responsibility in meeting your own needs and solving your own problems.

Identity capital is our collection of personal assets. It is the repertoire of individual resources that we assemble over time. These are the investments we make in ourselves, the things we do well enough, or long enough, that they become a part of who we are. Some identity capital goes on a résumé, such as degrees, jobs, test scores, and clubs. Other identity capital is more personal, such as how we speak, where we are from, how we solve problems, how we look. Identity capital is how we build ourselves—bit by bit, over time. Most important, identity capital is what we bring to the adult marketplace. It is the currency we use to metaphorically purchase jobs and relationships and other things we want.

Paul thought of how they'd kept delaying buying plane tickets to visit his parents in Taiwan - in December, which was next month, he knew - as if in tacit understanding that their relationship wouldn't last that long. Paul felt himself trying to interpret the situation, as if there was a problem to be solved, but there didn't seem to be anything, or maybe there was, but he was three or four skill sets away from comprehension, like an amoeba trying to create a personal webpage using CSS.

In all of these areas, the human brain is asked to do and handle more than ever before. We are dealing with several fields of knowledge constantly intersecting with our own, and all of this chaos is exponentially increased by the information available through technology. What this means is that all of us must possess different forms of knowledge and an array of skills in different fields, and have minds that are capable of organizing large amounts of information. The future belongs to those who learn more skills and combine them in creative ways. And the process of learning skills, no matter how virtual, remains the same. In the future, the great division will be between those who have trained themselves to handle these complexities and those who are overwhelmed by them—those who can acquire skills and discipline their minds and those who are irrevocably distracted by all the media around them and can never focus enough to learn. The Apprenticeship Phase is more relevant and important than ever, and those who discount this notion will almost certainly be left behind. Finally, we live in a culture that generally values intellect and reasoning with words. We tend to think of working with the hands, of building something physical, as degraded skills for those who are less intelligent. This is an extremely counterproductive cultural value. The human brain evolved in intimate conjunction with the hand. Many of our earliest survival skills depended on elaborate hand-eye coordination. To this day, a large portion of our brain is devoted to this relationship. When we work with our hands and build something, we learn how to sequence our actions and how to organize our thoughts. In taking anything apart in order to fix it, we learn problem-solving skills that have wider applications. Even if it is only as a side activity, you should find a way to work with your hands, or to learn more about the inner workings of the machines and pieces of technology around you. Many Masters

A favorite Sufi poem, attributed to Hazrat Inayat Khan, offers a helpful perspective: I asked for strength and God gave me difficulties to make me strong. I asked for wisdom and God gave me problems to learn to solve. I asked for prosperity and God gave me a brain and brawn to work. I asked for courage and God gave me dangers to overcome. I asked for love and God gave me people to help. I asked for favours and God gave me opportunities. I received nothing I wanted. I received everything I needed.

Remember that anything you bring to your life again and again will not give you the same excitement as it gave you the first time. It can only lead to addiction, not happiness. - HDH Bhagavan Sri Nithyananda Paramashivoham, in the book "Living Enlightenment

The belief that sitting down and talking will ensure mutual understanding and solve problems is based on the assumption that we can say what we mean, and that what we say will be understood as we mean it. This is unlikely to happen if conversational styles differ.

Where and how did my relationship with Kumiko go wrong? That's what I can't understand. Not that I'm saying everything was perfect until that point. A man and a woman in their twenties, with two distinct personalities, just happen to meet somewhere and start living together. There's not a married couple anywhere without their problems. But I thought we were doing OK, basically, that any little problems would solve themselves over time. But I was wrong. I was missing something big, making some kind of mistake on a really basic level, I suppose.

We now realize that behind each person’s gridlocked position lies something deep and meaningful—something core to that person’s belief system, needs, history, or personality. It might be a strongly held value or perhaps a dream not yet lived. These people can no more yield and compromise on this issue than they can give up “the bones” of who they are and what they value about themselves. Compromise seems like selling themselves out, which is unthinkable.       But when a relationship achieves a certain level of safety and one partner clearly communicates that he or she wants to know about the underlying meaning of the other partner’s position, the other partner can finally open up and talk about his or her feelings, dreams, and needs. Persuasion and problem solving are postposed. The goal is for each partner to understand the other’s dreams behind the position on the issue.

Having seen all of their fathers and husbands walk out the door[...], each woman understood most completely the nature of women's interconnectedness. Being reliant upon only women also had meant that the particulars of problem solving were addressed in ways known to women and using women's methods.

He came to realize that he would be OK regardless of whether he and Barb made it as a couple. Much to his surprise, their relationship began to improve. As he let go of trying to solve her problems and detached from her moods, Gil found that he had fewer frustrations and resentments. He even began to see Barb as a "gift" to help him work through his issues with his angry father. A year later he announced to his men's group that he and Barb had set a date to get married. He reported that they were getting along better than he would have ever imagined. He shared that the turning point seemed to be when he made the decision that he didn't care whether they made it together or not. That decision represented a conscious letting go of trying to control something that was clearly not in his control. Ironically, he shared that the process of letting go allowed him to receive what he really wanted.

But how are you going to get out, into the world of other people? That is your problem now, if I may hazard a guess — to find the right relationship, now that you know yourself, between the self that you know and the world outside. It is a difficult problem. No living poet has, I think, altogether solved it.

Learning how to do psychotherapy is a complex process, much of which is transacted in the relationship between the beginning therapists and experienced supervisors. When the beginning therapists encounter problems that are beyond their range of experience, the supervisors usually assist in several ways. First, the supervisors offer an intellectual framework in which to understand the problem. References to the professional literature are often suggested. Second, the supervisors offer practical, problem-solving help with the strategies of therapy. Third and most important, the supervisors help the less experienced therapists to deal with feelings of their own that have been evoked by the patients. With the support of competent supervisors, the therapists are usually able to master their own troubled feelings and put them in perspective. This done, the therapists are better able to attend to patients with empathy, and with a confidence in their ability to offer help.

Anyone who’s ever been in a romantic relationship knows how hard it is to understand a partner’s decision-making, day in and day out. There is no couple that doesn’t compromise, at some level, because we’re all different. We have different goals, moods, interests, and personalities. When we’re in a work environment, we seem to forget this.

How to Support a Man in His Cave Don’t disapprove of his need for withdrawing. Don’t try to help him solve his problem by offering solutions. Don’t try to nurture him by asking questions about his feelings. Don’t sit next to the door of the cave and wait for him to come out. Don’t worry about him or feel sorry for him. Do something that makes you happy.

No human is ever meant to be the person who fills our souls or holds in place our worth. Only God can do that. But until I throw off the lie that God’s love isn’t for me, my emotions, decisions, behaviors, and relationships will remain twisted up in the mistaken belief that I’m worthless. When we begin to think about our thoughts, perhaps for the first time, we can stop the downward spiral. We can reset and redirect them. That’s our hope. Not that we would wrestle each and every fear, but that we would allow God to take up so much space in our thinking that our fears will shrink in comparison. I love the quote from A. W. Tozer that says, if God is “exalted…a thousand minor problems will be solved at once.

They want you to be angry, too. You can see the same dynamic in a lot of personal relationships. I have friends who often get frustrated with their spouses who, instead of listening to them vent about a problem and commiserating, jump straight into trying to solve it. That was my problem with many voters: I skipped the venting and went straight to the solving.

This is the secret of accompaniment. I will hold a mirror to you and show you your value, bear witness to your suffering, and to your light. And over time, you will do the same for me, for within the relationship lies the promise of our shared dignity and the mutual encouragement needed to do the hard things. Whatever you aim to do, whatever problem you hope to address, remember to accompany those who are struggling, those who are left out, who lack the capabilities needed to solve their own problems. We are each other’s destiny. Beneath the hard skills and firm strategic priorities needed to resolve our greatest challenges lies the soft, fertile ground of our shared humanity. In that place of hard and soft is sustenance enough to nourish the entire human family.

The problem here is that most people who get caught cheating apologize and give the 'It will never happen again' spiel and that's that, as if penises fell into various orifices completely by accident. Many cheatees accept this response at face value, and don't question the values and fucks given by their partner (pun totally intended); they don't ask themselves whether those values and fucks make their partner a good person to stay with. They're so concerned with holding on to their relationship that they fail to recognize that it's become a black hole consuming their self respect. If people cheat, it's because something other than the relationship is more important to them. It may be power over others. It may be validation through sex. It may be giving in to their own impulses. Whatever it is, it's clear that the cheater's values are not aligned in a way to support a healthy relationship. And if the cheater doesn't admit this or come to terms with it, if he just gives the old 'I don't know what I was thinking; I was stressed out and drunk and she was there' response, then he lacks the serious self-awareness necessary to solve any relationship problems.

The more contact people have with each other, the more opportunities both have to do things in their own way and be misunderstood. The only way they know of to solve problems is to talk things out, but if different ways of talking are causing a problem, talking more isn’t likely to solve it. Instead, trying harder usually means doing more of whatever you’re doing—intensifying the style that is causing the other to react. So each unintentionally drives the other to do more and more of the opposing behavior,

But no matter how carefully we schedule our days, master our emotions, and try to wring our best life now from our better selves, we cannot solve the problem of finitude. We will always want more. We need more. We are carrying the weight of caregiving and addiction, chronic pain and uncertain diagnosis, struggling teenagers and kids with learning disabilities, mental illness and abusive relationships. A grandmother has been sheltering without a visitor for months, and a friend's business closed its doors. Doctors, nurses, and frontline workers are acting as levees, feeling each surge of the disease crash against them. My former students, now serving as pastors and chaplains, are in hospitals giving last rites in hazmat suits. They volunteer to be the last person to hold his hand. To smooth her hair. The truth if the pandemic is the truth of all suffering: that it is unjustly distributed. Who bears the brunt? The homeless and the prisoners. The elderly and the children. The sick and the uninsured. Immigrants and people needing social services. People of color and LGBTQ people. The burdens of ordinary evils— descriminations, brutality, predatory lending, illegal evictions, and medical exploitation— roll back on the vulnerable like a heavy stone. All of us struggle against the constraints places on our bodies, our commitments, our ambitions, and our resources, even as we're saddled with inflated expectations of invincibility. This is the strange cruelty of suffering in America, its insistence that everything is still possible.

The core components of high EQ are the following: The ability to self-soothe. The key to managing emotion is to allow, acknowledge, and tolerate our intense emotions so that they evaporate, without getting stuck in them or taking actions we’ll later regret. Self-soothing is what enables us to manage our anxiety and upsets, which in turn allows us to work through emotionally charged issues in a constructive way. Emotional self-awareness and acceptance. If we don’t understand the emotions washing over us, they scare us, and we can’t tolerate them. We repress our hurt, fear, or disappointment. Those emotions, no longer regulated by our conscious mind, have a way of popping out unmodulated, as when a preschooler socks his sister or we (as adults) lose our tempers or eat a pint of ice cream. By contrast, children raised in a home in which there are limits on behavior but not on feelings grow up understanding that all emotions are acceptable, a part of being human. That understanding gives them more control over their emotions. Impulse control. Emotional intelligence liberates us from knee-jerk emotional reactions. A child (or adult) with high EQ will act rather than react and problem-solve rather than blame. It doesn’t mean you never get angry or anxious, only that you don’t fly off the handle. As a result, our lives and relationships work better. Empathy. Empathy is the ability to see and feel something from the other’s point of view. When you’re adept at understanding the mental and emotional states of other people, you resolve differences constructively and connect deeply with others. Naturally, empathy makes us better communicators.

What has stripped their conversation of its richness and enjoyments? First, despite the apparent success of their numerous discussions, they may have arrived at the solutions to family problems at a great cost to the relationship. In many relationships, a whole sequence of little kinks gradually adds up to produce stress. These kinks may also be a sign of important differences between the partners in their outlook and values—differences that their surface agreements never resolve. Thus, the free flow of conversation is inhibited by the threat of intrusions of unresolved conflicts. Perfectly tuned conversations are interrupted by signals of possible discord that introduce static into the communications. Second, although the partners may get along when they are dealing with practical problems, their conversation may be devoid of references to the more pleasurable aspects of the relationship. The partners have not learned to demarcate problem-solving discussions from pleasant conversations. Thus when one partner starts a conversation with a loving comment, the other may decide that this is a good time to bring up some conflict. As a result, there is a dearth of conversation that revolves simply around expressions of caring, sharing, and loving.

One readon why it has taken so long to construct a quantum theory of gravity is that all previous quantum theories were background dependent. It proved rather challenging to construct a background independent quantum theory, in which the mathematical structure of the quantum theory made no mention of points, except when identified through networks of relationships. The problem of how to construct a quantum theoretic description of a world in which space and time are nothing but networks of relationships was solved over the last 15 years of the twentieth century. The theory that resulted is loop quantum gravity, which is one of our three roads.

This was a golden age, in which we solved most of the major problems in black hole theory even before there was any observational evidence for black holes. In fact, we were so successful with the classical general theory of relativity that I was at a bit of a loose end in 1973 after the publication with George Ellis of our book The Large Scale Structure of Space–Time. My work with Penrose had shown that general relativity broke down at singularities, so the obvious next step would be to combine general relativity—the theory of the very large—with quantum theory—the theory of the very small. In particular, I wondered, can one have atoms in which the nucleus is a tiny primordial black hole, formed in the early universe? My investigations revealed a deep and previously unsuspected relationship between gravity and thermodynamics, the science of heat, and resolved a paradox that had been argued over for thirty years without much progress: how could the radiation left over from a shrinking black hole carry all of the information about what made the black hole? I discovered that information is not lost, but it is not returned in a useful way—like burning an encyclopedia but retaining the smoke and ashes. To answer this, I studied how quantum fields or particles would scatter off a black hole. I was expecting that part of an incident wave would be absorbed, and the remainder scattered. But to my great surprise I found there seemed to be emission from the black hole itself. At first, I thought this must be a mistake in my calculation. But what persuaded me that it was real was that the emission was exactly what was required to identify the area of the horizon with the entropy of a black hole. This entropy, a measure of the disorder of a system, is summed up in this simple formula which expresses the entropy in terms of the area of the horizon, and the three fundamental constants of nature, c, the speed of light, G, Newton’s constant of gravitation, and ħ, Planck’s constant. The emission of this thermal radiation from the black hole is now called Hawking radiation and I’m proud to have discovered it.

Identity capital is our collection of personal assets. It is the repertoire of individual resources that we assemble over time. These are the investments we make in ourselves, the things we do well enough, or long enough, that they become a part of who we are. Some identity capital goes on a resume, such as degrees, jobs, test scores, and clubs. Other identity capital is more personal, such as how we speak, where we are from, how we solve problems, how we look. Identity capital is how we build ourselves--bit by bit, over time. Most important, identity capital is what we bring to the adult marketplace. It is the currency we use to metaphorically purchase jobs and relationships and other things we want.

Saying to oneself that one should ask more and tell less does not solve the problem of building a relationship of mutual trust. The underlying attitude of competitive one-upmanship will leak out if it is there. Humble Inquiry starts with the attitude and is then supported by our choice of questions. The more we remain curious about the other person rather than letting our own expectations and preconceptions creep in, the better our chances are of staying in the right questioning mode. We have to learn that diagnostic and confrontational questions come very naturally and easily, just as telling comes naturally and easily. It takes some discipline and practice to access one’s ignorance, to stay focused on the other person.

13. Fear Fear can be real or imaginary. Fear makes people do strange things. It primarily comes from a lack of understanding. To live in fear is to live in an emotional prison. Fear paralyses and immobilises people. Fear results in insecurity, lack of confidence and procrastination. Fear destroys our potential and ability. We cannot think straight. Fear ruins relationships and health. Some common fears are:    • Fear of failing    • Fear of the unknown    • Fear of being unprepared    • Fear of making the wrong decision    • Fear of rejection Some fears can be described, others can only be felt. Fear leads to anxiety which in turn leads to irrational thinking and this actually sabotages our ability to solve the problem. The normal response to fear is escape. Escape puts us in a comfort zone and reduces the impact of fear temporarily while the cause remains. Imaginary fears magnify the problem. Fear can get out of hand and destroy happiness and relationships. Think of fear as meaning: F     A     L     S      E E     V     I      D     E     N     C     E A     P     P     E     A     R      I      N      G      R     E     A     L Fear of failure is often worse than failure itself. Failure is not the worst thing that can happen to someone. People who don’t try have failed even before attempting. When infants learn to walk, they keep falling; but to them it is not failing, it is learning. If they became disheartened, they would never walk.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

If you had asked Dan during that period whether he still loved his wife, he would have looked at you in total confusion and said, “Of course!” Although his wife was at that very moment wallowing in despair over his treatment of her, he perceived things to be fine between them. This isn’t because he is dense; it’s just that after a lifetime of having people mad at or disappointed with him, Dan weathers periods of anger and criticism by mostly ignoring them. And, because people with ADHD don’t receive and process information in a hierarchical way, Maria’s suffering enters his mind at about the same level as everything else he perceives—the lights on the radio clock, the dog barking, the computer, the worrisome project he has at work. “But wait!” you say. “It doesn’t matter—she’s still alone!” You would be right. Regardless of whether Dan was intentionally ignoring his wife or just distracted, actions speak louder than words. She becomes lonely and unhappy, and her needs must be addressed. But recognizing and then identifying the correct underlying problem is critical to finding the right solution. In marriage, just like in middle school math, if you pick the wrong problem to solve, you generally don’t end up with a satisfactory result. Furthermore, the hurt caused by the incorrect interpretation that he no longer loves her elicits a series of bad feelings and behaviors that compound the problem. This is the critical dynamic of symptom–response–response at work.

As you practice presenting this question to yourself at emotional times, you’ll discover that at first you resist it. When our brain isn’t functioning well, we resist complexity. We adore the ease of simply choosing between attacking or hiding—and the fact that we think it makes us look good. “I’m sorry, but I just had to destroy the guy’s self-image if I was going to keep my integrity. It wasn’t pretty, but it was the right thing to do.” Fortunately, when you refuse the Fool’s Choice—when you require your brain to solve the more complex problem—more often than not, it does just that. You’ll find there is a way to share your concerns, listen sincerely to those of others, and build the relationship—all at the same time. And the results can be life changing.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

Louis and I worked on two projects. In the first we tried to formulate a gravitational theory based on the dynamics of interacting loops of quantized electric flux. We failed to formulate a string theory, and as a result we published none of this work, but it was to have very important consequences. In the second project we showed that a theory in which spacetime was discrete on small scales could solve many of the problems of quantum gravity. We did this by studying the implications of the hypothesis that the structure of spacetime was like a fractal at Planck scales. This overcame many of the difficulties of quantum gravity, by eliminating the infinities and making the theory finite. We realized during that work that one way of making such a fractal spacetime is to build it up from a network of interacting loops. Both collaborations with Louis Crane persuaded me that we should try to construct a theory of spacetime based on relationships among an evolving network of loops. The problem was, how should we go about this?

A Conversation with the Author What was your inspiration for The 7½ Deaths of Evelyn Hardcastle? Inspiration is a flash-of-lightning kind of word. What happens to me is more like sediment building. I love time travel, Agatha Christie, and the eighties classic Quantum Leap, and over time a book emerged from that beautiful quagmire. Truthfully, having the idea was the easy part, keeping track of all the moving parts was the difficulty. Which character was the most interesting to write, and in which host do you feel Aiden truly flourishes? Lord Cecil Ravencourt, by miles. He occupies the section of the book where the character has to grapple with the time travel elements, the body swapping elements, and the murder itself. I wanted my most intelligent character for that task, but I thought it would be great to hamper him in some way, as well. Interestingly, I wanted to make him really loathsome—which is why he’s a banker. And yet, for some reason, I ended up quite liking him, and feeding a few laudable qualities into his personality. I think Derby ended up getting a double dose of loathsome instead. Other than that, it’s just really nice seeing the evolution of his relationship with Cunningham. Is there a moral lesson to Aiden’s story or any conclusion you hope the reader walks away with as they turn the final page? Don’t be a dick! Kind, funny, intelligent, and generous people are behind every good thing that’s ever happened to me. Everybody else you just have to put up with. Like dandruff. Or sunburn. Don’t be sunburn, people. In one hundred years, do you believe there will be something similar to Blackheath, and would you support such a system? Yes, and not exactly. Our prison system is barbaric, but some people deserve it. That’s the tricky part of pinning your flag to the left or right of the moral spectrum. I think the current system is unsustainable, and I think personality adjustment and mental prisons are dangerous, achievable technology somebody will abuse. They could also solve a lot of problems. Would you trust your government with it? I suppose that’s the question. The book is so contained, and we don’t get to see the place that Aiden is escaping to! Did you map that out, and is there anything you can share about the society beyond Blackheath’s walls? It’s autocratic, technologically advanced, but they still haven’t overcome our human weaknesses. You can get everywhere in an hour, but television’s still overrun with reality shows, basically. Imagine the society that could create something as hateful as Annabelle Caulker.

The development of a working alliance is crucial because it addresses a psychic phobia associated with relationships that is common in complex trauma clients. As we discussed, when primary relationships are sources of profound disillusionment, betrayal, and emotional pain, any subsequent relationship with an authority figure who offers an emotional bond or other assistance might be met with a range of emotions, such as fear, suspicion, anger, or hopelessness on the negative end of the continuum and idealization, hope, overdependence, and entitlement on the positive. Therapy offers a compensatory relationship, albeit within a professional framework, that has differences from and restrictions not found in other relationships. On the one hand, the therapist works within professional and ethical boundaries and limitations in a role of higher status and education and is therefore somewhat unattainable for the client. On the other, the therapist's ethical and professional mandate is the welfare of the client, creating a perception of an obligation to meet the client's needs and solve his or her problems. Furthermore, the therapist is expected to both respect the client's privacy and accept emotional and behavioral difficulties without judgment, while simultaneously being entitled to ask the client about his or her most personal and distressing feelings, thoughts and experiences. Developing a sense of trust in the therapist, therefore, is both expected and fraught with inherent difficulties that are amplified by each client's unique history of betrayal trauma, loss, and relational distress.