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I honestly cannot connect the feel/felt/found with NVC.

>I absolutely despise the NVC communication pattern because very few people actually speak like this and when they do so it's an obvious deviation from their status quo.

After learning NVC, and then observing people who are effective at destressing others in the work place, I've found most speak like this. What's more, while it felt artificial in the book, no one in real life even notices.

More than anything, I'd say it feels threatening. I wonder what would happen if an employee said to the founder: "I've noticed this and that. I feel frustrated. I request that you do something. Can you please recap what I just said so it's clear you understood?"

>You have to "know your audience." This means you need to know your employees, bosses, or colleagues as people and work to understand what motivates them. This is challenging, risky, and requires an opening of the mind to not just understand different psychologies but to accept them as viable alternatives to your own.

I agree, but the trick is how to get them to be open with you about what is going in their mind, and I think NVC is a good way to get that to happen. But I would also add some people are sociopaths (or are stuck in a situation where they have to act that way), and NVC won't work there.

I absolutely despise the NVC communication pattern because very few people actually speak like this and when they do so it's an obvious deviation from their status quo. It feels fake because it is, and it feels fake because I know the pattern. It's like when I get "feel/felt/found"[1] from a salesperson...I know what they're doing and it's not going to work.

NVC is for when you genuinely want to respect both your own needs and those of the other person, which is not at all true for the salesman case.