By Douglas Stone
We try or stay away from tricky conversations each day-whether facing an underperforming worker, disagreeing with a wife, or negotiating with a shopper. From the Harvard Negotiation venture, the association that introduced you Getting to certain, tough Conversations presents a step by step method of having these tricky conversations with much less tension and extra luck. you are going to methods to:
• Decipher the underlying constitution of each tough dialog
• begin a talk with no defensiveness
• pay attention for the that means of what's now not stated
• remain balanced within the face of assaults and accusations
• stream from emotion to efficient challenge fixing
Read or Download Difficult Conversations: How to Discuss What Matters Most PDF
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Additional info for Difficult Conversations: How to Discuss What Matters Most
Example text
However, for every case that is truly hopeless, there are a thousand that appear hopeless but are not. ” And they are wrong. Together we are able to find some avenue of change that ends up having a significant positive impact on the conversation. Of course, you may not be ready or able to engage or reengage fully in a difficult situation or relationship. You may be grieving, licking your wounds, or just needing time away. You may be lost in anger or confused about what you want. But even if you are not yet ready to take on an actual conversation, this book can help you sort through your feelings and assist you as you find your way to a healthier place.
And keeping it to yourself is no better. Choosing not to deliver a difficult message is like hanging on to a hand grenade once you’ve pulled the pin. So we feel stuck. ” The problems run deeper than that; so must the answers. This Book Can Help There is hope. Working at the Harvard Negotiation Project with thousands of people on all kinds of difficult conversations, we have found a way to make these conversations less stressful and more productive. A way to deal creatively with tough problems while treating people with decency and integrity.
Give me a call as soon as you get in. “Well, you can imagine how I felt about that message. The chart was off, but microscopically. ” Their conversation went like this: JACK: Hi, Michael, I got your message – MICHAEL: Yeah, look Jack, this thing has to be done over. JACK: Well, wait a second. I agree it’s not perfect, but the chart is clearly labeled. Nobody’s going to misunderstand – MICHAEL: C’mon, Jack. You know as well as I do that we can’t send this thing out like this. JACK: Well, I think that – MICHAEL: There’s really nothing to argue about here.
