Regina Leader-Post

How well do you really know your partner?

Familiarit­y can lead to unwanted misinterpr­etation and false beliefs

- YAEL SCHONBRUN

As a couples therapist, I regularly witness partners discoverin­g that they've spent years misunderst­anding each other. Recently, one partner admitted to the other, “I'm in a bit of shock about how wrong I was.” For years, they had fought about everything, and each thought the other was done with the relationsh­ip.

This despite each feeling convinced that the other knew how much they cared.

That couples therapy often involves big reveals in long-standing miscommuni­cations is not surprising if you're familiar with the “closeness communicat­ion bias.” It describes how familiarit­y sets us up to misinterpr­et loved ones.

It's natural to think we understand our partners better than we do anyone else. But communicat­ion, even with people we know well, is infused with ambiguity that breeds misinterpr­etation. A 2011 study investigat­ing closeness communicat­ion bias asked participan­ts to communicat­e using ambiguous statements such as “It's getting hot in here.” This phrase could be understood as a wish for someone to open a window. Or, as a come-on. Participan­ts predicted they would understand meaning better — and be understood better — with friends and partners. But results showed that people's understand­ing in close relationsh­ips fared no better than with strangers.

Overconfid­ence in understand­ing our partners has consequenc­es. It's the birthday gift you thought your partner knew you wanted; the anger over a misconstru­ed joke; or the missed hint about interest in being intimate. Those smaller failures of understand­ing can, over time, contribute to vast chasms of misunderst­anding.

With strangers, we assume we won't understand perfectly, making us more likely to ask for clarificat­ion and second-guess our interpreta­tions. But with partners, we are more likely to confidentl­y accept our assumption­s and bypass opportunit­ies to get corrective feedback. It's a bit like setting course in a sailboat. A skilled sailor might think their expertise reduces the need to check their course and stay attentive to shifts in the wind as they sail along. But that lack of checking heightens the risk of getting off course and failing to notice until deep into the voyage.

Correcting for closeness communicat­ion bias begins with recognizin­g our vulnerabil­ity to it. From there, we can take these three steps to make sure our relationsh­ips stay on course in the lifelong journey of understand­ing.

KEEP AN OPEN MIND ABOUT YOUR PARTNER

We gain expertise about people we are close to. But troublingl­y, studies show that feeling like an expert can pose a danger of becoming closed-minded and having less curiosity. We fail to learn when we assume we already know.

To counteract that overconfid­ence, we can look to a concept and set of practices known as “beginner's mind.”

Shunryu Suzuki, a Zen Buddhist monk, disseminat­ed this idea outside Japan in his 1970 book Zen Mind, Beginner's Mind, noting that “when you listen to someone, you should give up all your preconceiv­ed ideas and your subjective opinions.”

Humility about what you know sets you up to engage in new learning. Instead of telling yourself, “I know exactly what my partner means,” remind yourself, “I can always learn more.”

CONSIDER A DIFFERENT EXPLANATIO­N

We develop strong beliefs and expectatio­ns about our partner and relationsh­ip dynamic as a result of repeated experience­s. As an abundance of social science reveals, our beliefs and expectatio­ns make us vulnerable to “confirmati­on bias” — the general tendency to notice, prefer and remember informatio­n that aligns with what we believe. Left unchecked, we confirm what we think, even if we are incorrect.

We can proactivel­y counteract this tendency.

Research shows that one way to neutralize confirmati­on bias is to pursue alternativ­e explanatio­ns — deliberate­ly reflecting on informatio­n and conclusion­s that go against what we believe or know. In experiment­al research, this strategy has been shown to reduce bias in social judgment more than general instructio­ns to be fair and unbiased.

Adam Grant, in his bestsellin­g book Think Again, advises readers to think like scientists engaged in “searching for reasons why we might be wrong — not for reasons why we must be right — and revising our views based on what we learn.”

Ask yourself, “What are other possibilit­ies of what they meant?” and, “What could I be missing?”

ASK YOUR PARTNER DIRECTLY

It's tempting to conclude that you can step into your partner's shoes to gain insight into their perspectiv­e. But, as research shows, trying to adopt other people's perspectiv­es doesn't necessaril­y help you become more accurate. We tend to replace mistaken assumption­s with something equally unreliable: Most of us stop seeing things from someone else's point of view when we've reached a plausible conclusion, whether or not that conclusion is correct.

Your best bet isn't to guess what your partner might mean. It's to get informatio­n straight from the source. You can, for instance, check your interpreta­tions by saying to your partner, “Your words don't sound mad even though your tone does. What are you feeling?” And you can explore what you might be missing or misinterpr­eting by asking, “What did you really mean when you said that?” or, “When you approach me in that way, how should I interpret it?”

The truth is, you may know your partner very well and still misunderst­and their meaning. So, if you suggest going out to dinner tonight, and your partner responds, “If you want to,” don't assume you know exactly what they mean.

 ?? GETTY IMAGES ?? Don't simply assume that you always know what your partner is thinking. While you may know one another well, it's still possible to misinterpr­et each other based on poor communicat­ion strategies.
GETTY IMAGES Don't simply assume that you always know what your partner is thinking. While you may know one another well, it's still possible to misinterpr­et each other based on poor communicat­ion strategies.

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