Category: News

  • Laura’s Story: Exploring Illness Through Family Constellations

    Laura’s Story: Exploring Illness Through Family Constellations

    Laura arrived deeply distressed. She was about to be admitted to hospital with severe ulcerative colitis, a chronic inflammatory bowel disease (IBD), and felt she had tried everything. Having heard a little about family constellations, she was willing to explore her illness from a systemic perspective, hoping this work might support her healing.

    I often wonder what will unfold in a session, and this one was no different. As we mapped Laura’s family history through a genogram, themes of war, migration and the early deaths of partners, parents and children emerged. These are some of the experiences we explore in constellation work, and they featured prominently across her Polish family’s history.

    We approached her symptoms with a central question: Whose story might the symptom be telling?

    Laura’s grandfather had been killed when a bomb struck the house, and her paternal great-grandmother had been killed by Nazi soldiers. Her family’s history was marked by the trauma of war, including children taking on the responsibility of raising other children.

    Particularly significant was her father’s horrific experience of the war: whom he had managed to save from his family, and how they had escaped Nazi firing squads. He experienced illness throughout his life.

    Following these threads, we explored the family’s experiences through a constellation. Stories of suffering and trauma emerged across three generations of Laura’s ancestors.

    When working systemically, we ask “Who?”, “When?” and “How?” to elicit the facts, rather than focusing primarily on “Why?”

    During the constellation, a connection emerged between Laura’s experience of her symptoms and the story of her paternal great-grandfather. As she deeply acknowledged what had happened, she described a sense of energy, experienced as grey smoke, leaving her body.

    Over the following weeks, Laura reported that her symptoms eased, with some disappearing. This was her reported experience following the session, rather than evidence that the constellation had treated her ulcerative colitis.

    For Laura, the constellation offered a way to acknowledge her family’s stories of suffering and injustice, and to recognise those who belonged within the family system. The work centred on bringing these experiences into view and exploring a renewed sense of belonging, balance and support.

  • Collaboratively Getting Needs Met

    Collaboratively Getting Needs Met

    If you are not using power-over tactics—such as yelling, justifying, withdrawing, or relying on your usual communication defaults—how do you negotiate in a way that gets your needs met?

    Compromise often has a cost: one person gives something up, and someone may leave the conversation feeling unheard or disappointed. Likewise, pushing for a solution the other person does not agree with can create conflict, resentment, and frustration.

    A needs-based approach to negotiation is different. Rather than deciding who is right or whose solution wins, you work together to find a solution that supports both people’s needs. This is what creates a genuine win-win outcome.

    You can use this process with children, partners, parents, siblings, friends, or work colleagues—any relationship where you want to stay connected while working through a difference.

    The Six Steps

    1. Identify Each Person’s Needs

    Start by identifying what each person truly needs. Be careful not to confuse a solution with a need.

    For example, “I need you to come with me” is not a need—it is a proposed solution. The need underneath it may be connection, support, reassurance, belonging, rest, autonomy, or appreciation.

    Sometimes we do not immediately know what our real needs are. In that case, ask yourself:

    “If I got this solution, what would that then give me?”

    The answer usually points to the underlying need. You can also use a needs list to help put words to what is important for each person.

    2. Brainstorm Solutions

    Once both people’s needs are clear, brainstorm as many possible solutions as you can.

    Let the ideas flow. Be creative, silly, practical, simple, or ambitious—at this stage, the goal is to generate options, not judge them.

    Do not analyse, criticise, or dismiss ideas while brainstorming. Evaluating too soon can create conflict and shut down the creative process.

    3. Evaluate Solutions Against the Needs

    Now look at each possible solution together and ask:

    “Does this meet both of our needs?”

    The purpose is not to compromise by having each person lose something important. Instead, negotiate until you find an option that genuinely supports both people.

    For example, going out for dinner might meet one person’s need for connection, but it may not meet the other person’s need for support, space, security, or rest. Keep exploring until you find an option that meets both sets of needs.

    4. Choose a Solution

    Collaboratively choose the solution that best meets both people’s needs.

    A win-win solution needs to tick both boxes. If it only works for one person, return to the brainstorming stage and keep negotiating. The aim is mutuality—not one person getting their way while the other person simply agrees to keep the peace.

    5. Implement the Solution

    Be clear about how the agreement will work in practice.

    Decide:

    • What will happen
    • Who will do what
    • When it will happen
    • What support, resources, or preparation are needed

    A clear plan helps prevent misunderstandings and makes it more likely that both people will follow through.

    6. Check the Results

    Choose a time and place to come back together and review how the solution worked.

    Ask:

    • Did this meet both of our needs?
    • What worked well?
    • What did not work?
    • What would we do differently next time?

    This step is important because even a well-intended solution may need adjusting once you try it. Reviewing the outcome keeps the process flexible, fair, and collaborative.

    Holding the Tension

    Secure, healthy relationships require us to hold a certain amount of tension without moving into war, withdrawal, blame, or power struggles. Staying collaborative when there is disagreement is an art, and it takes communication skills, patience, and practice.

    You may be able to work through all six steps in one conversation. At other times, it may be wiser to pause—especially if someone is tired, overwhelmed, or emotionally activated—and return later with fresh ideas.

    The key is to remain flexible while making a shared commitment to resolve the issue with fairness and mutuality. A win-win outcome is not about getting everything you want. It is about finding a solution where both people feel considered, respected, and supported.

  • Little Equations Create New Communication Defaults

    Little Equations Create New Communication Defaults

    When I first started learning effective communication skills, I developed little equations in my head to help me construct a self-disclosure message, an active listening response, or a confrontative I-message.

    These little equations became a way of training my brain. With practice, the steps became familiar, and eventually the communication skills became more natural and automatic.

    I often work with clients and couples who have great difficulty recognising their feelings and needs, let alone finding the words to express them. This is where a few simple, repeatable steps can be incredibly helpful. We can literally train the brain to develop new neural pathways and create new habits for how we communicate.

    And it starts with self-empathy.

    Self-Empathy

    Self-empathy means turning your attention inward and becoming curious about what is happening for you.

    You might ask yourself:

    • What am I feeling?
    • What is happening for me right now?
    • What need is underneath this reaction?
    • What am I wanting, valuing or longing for?

    Before we can communicate effectively with another person, we need some capacity to understand ourselves.

    Many people try to communicate their experience without having a vocabulary for what they are actually feeling or needing. Instead, they jump straight to explaining what the other person is doing wrong.

    “You never listen to me.”
    “You don’t care.”
    “You’re so selfish.”

    These statements may express distress, but they don’t necessarily reveal what is happening inside us or the need that is trying to be met, or how the other’s behaviour is effecting us. Instead they create conflict as they are ‘YOU’ messages and the brain perceives this as a threat.

    Self-empathy gives us the opportunity to pause and discover what is underneath the reaction.

    What am I feeling? What do I need?

    Once we have some clarity, we can begin to share that experience with another person.

    Here is a feelings and needs list to support you to begin to familiarise yourself to expand from mad, sad and glad.

    Self-Disclosure

    Self-disclosure is the process of giving another person a glimpse into our internal world.

    Using effectiveness training, self-disclosure is about communicating your own experience rather than making the other person the problem.

    A powerful shift that builds relationships.

    Have you ever noticed how interested and connected your partner becomes when they get a genuine glimpse of what is happening inside you — particularly when they are not being blamed for it? There is something deeply connecting about being invited into another person’s inner world.

    A Simple Self-Disclosure Equation

    One little equation I use to help people practise this is:

    I + feel + fact

    For example:

    “I get really excited when I am able to express myself clearly.”

    Or:

    “I am saddened when I’m not able to communicate what I need.”

    The formula is simply a training tool. It helps you remember to speak from your own experience.

    Be Careful With the Word “Feel”

    An important part of learning self-disclosure is noticing whether the word feel is actually followed by a feeling.

    For example:

    “I feel that you are not listening to me.”

    The word feel appears in the sentence, but there is no feeling being highlighted as well as “you are not listening to me” is actually an interpretation or judgement about the other person’s behaviour not the facts.

    A fact is something you can see, hear or otherwise directly experience.

    For example:

    “When I we are talking and you looked at your phone, I am disappointed as I was eager to spend time with you”

    Now we have:

    Fact: Talking together, and looking at phone
    Feeling: disappointed and eager

    The focus stays with my experience, rather than becoming an accusation about your intention. That way we don’t force the other into conflict and we still get to express our disappointment.

    This small distinction can make a significant difference to how a message is received.

    Train Your Brain

    Communication is made of micro-skills that practiced over time changes the way we express ourself.

    Try this simple exercise:

    Send Three Self-Disclosure Messages Per Day

    Share three genuine self-disclosure messages with someone each day.

    They don’t have to be deep or complicated.

    You might share:

    “I’m really enjoying this coffee this morning with you.”

    “I’m a little nervous about today’s presentation.”

    “I’m really grateful that we’re having this time together.”

    “I’m excited about what we’re planning together .”

    “I’m tired and I need some quiet time this evening.”

    If remembering is difficult, attach the practice to something you already do.

    You could share your self-disclosure messages:

    • over your morning coffee
    • when you greet someone
    • when you send a text
    • when you arrive home
    • before going to bed

    The more you practise noticing your internal experience and putting it into words, the easier it becomes.

    You are not simply learning a communication technique.

    You are training your brain to create a new way of relating.

    And with practice, those little formulas can become something much more valuable than formulas.

    They become capacity.

    Capacity to know yourself.
    Capacity to express yourself.
    And ultimately, capacity to create deeper connection in your relationships.