About Reverse Dictionary
The way Reverse Dictionary works is pretty simple. It simply looks through tonnes of dictionary definitions and grabs the ones that most closely match your search query. For example, if you type something like "longing for a time in the past", then the engine will return "nostalgia". The engine has indexed several million definitions so far, and at this stage it's starting to give consistently good results (though it may return weird results sometimes). It acts a lot like a thesaurus except that it allows you to search with a definition, rather than a single word. So in a sense, this tool is a "search engine for words", or a sentence to word converter.
I made this tool after working on Related Words which is a very similar tool, except it uses a bunch of algorithms and multiple databases to find similar words to a search query. That project is closer to a thesaurus in the sense that it returns synonyms for a word (or short phrase) query, but it also returns many broadly related words that aren't included in thesauri. So this project, Reverse Dictionary, is meant to go hand-in-hand with Related Words to act as a word-finding and brainstorming toolset. For those interested, I also developed Describing Words which helps you find adjectives and interesting descriptors for things (e.g. waves, sunsets, trees, etc.).
In case you didn't notice, you can click on words in the search results and you'll be presented with the definition of that word (if available). The definitions are sourced from the famous and open-source WordNet database, so a huge thanks to the many contributors for creating such an awesome free resource.
Special thanks to the contributors of the open-source code that was used in this project: Elastic Search, @HubSpot, WordNet, and @mongodb.
Please note that Reverse Dictionary uses third party scripts (such as Google Analytics and advertisements) which use cookies. To learn more, see the privacy policy.
How to use listening in a sentence
After hours of research, reading online reviews, and asking anyone who would listen for their opinion, I realized I didn’t have a reason to buy an Apple Watch.
THE BEST THINGS I BOUGHT IN AUGUSTRACHEL SCHALLOMAUGUST 30, 2020FORTUNE
He caught himself in the act of listening to you too credulously—and that seemed to him unmanly and dishonorable.
CONFIDENCEHENRY JAMES
Principles for Addressing Workplace Conflict
Common and ineffective strategies to deal with workplace disputes include:
- Avoidance
- Indirect communication in the form of complaints and/or gossip,
- Bartering
- Emotional reactions
- Righteousness: holding on to positions
Principles to Help:
- Pay attention to your emotions and how they influence you. Realize that emotions are part of the workplace and that negative emotions can fuel the conflict. Acknowledge your emotion and then determine its source. Is it based on a bad experience or a past interaction that may be influencing the current situation? Is it based on something you have no control over? Take the time to deescalate before moving forward.
- Consciously decide how to respond to a conflict situation. Most people remember how you respond to a situation rather than what happened. While you often do not have control of many situations, you can choose how to respond to others to help reduce work conflict and stress. By responding appropriately to a conflict situation, you take responsibility for your actions. Refer to Understanding Conflict Handling Styles to discover the advantages and disadvantages for each style.
- Give yourself time to prepare. You should address difficult issues after you have had time to organize your thoughts. Take the time to understand and be clear about what your real concerns. Ask yourself, “What is the underlying reason or the ‘why’ behind what I want?” Refer to Focus on Interests (Needs), Not Positions (Wants) for more information.
- Listen, Reflect, Inquire. Do you have enough time to listen? Is the setting appropriate? Make good eye contact and keep your facial and body expressions in check. Listening is hard when emotions are high. Cool down first. Do not listen only to hear what you expect the other person to say or to confirm your viewpoint. Listen with an open mind. Help the other person feel heard. Empathize. Ask open ended questions to gather information. Refer to Listening Effectively for tips on how to listen well.
- Use “I” messages to express your concerns in a non-confrontational way. Focus on and clarify your issues, feelings, or opinions. “I feel frustrated when you come in late because I am not able to end my shift on time,” rather than “You are always late.” “I” messages place the responsibility on you and include three components: 1) your personal reaction/feeling, 2) a description of the situation/action, and 3) the impact/consequence from your perspective. “You” messages focus the blame on the other person and they are likely to elicit a negative or defensive response.
- Frame the issue in terms of interests. Frame the discussion by being direct about your interests. Ask powerful questions to better define the problem for the two of you to address together. The best questions are open-ended questions rather than questions that require a “yes” or “no” reply or a short answer. Good questions include “What would that look like?” “How would that work in this situation?” “How do you want to move forward?” Refer to How to Identify Interests for help on questions.
- Focus on what you can change – the future. Discussion about the past and/or arguing about examples may be necessary for understanding, but it is not to convince the other person you are right or to defend yourself. Focus on how you can both work more productively in the future.
- Recognize that other viewpoints are possible and likely. Although you feel differently about the situation, the other person’s feelings are real and legitimate to them. Denying their existence is likely to escalate the situation. It is difficult to find solutions without agreement on the problem. If you do not understand the other person’s viewpoint, you run the risk of not solving the right problem which could make the conflict worse.
- Brainstorm creative options. By involving the other person in resolving the conflict, you gain his or her commitment and develop a stronger working relationship. Being open-minded to solutions expands the universe that can bring you relief.
Source: CDR Associates,Conflict Resolution for Managers and Leaders, John Wiley & Sons, 2007 and Craig Runde and Tim Flanagan,Becoming a Conflict Competent Leader, John Wiley & Sons, 2007.
