Difficult Conversations: How To Discuss What Matters Most
ISBN: 0143118447
EAN13: 9780143118442
Language: English
Release Date: Nov 2, 2010
Pages: 352
Dimensions: 0.7" H x 7.6" L x 5" W
Weight: 0.55 lbs.
Format: Paperback
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Book Overview

The 10th-anniversary edition of the New York Times business bestseller-now updated with Answers to Ten Questions People Ask

We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you'll learn how to:

- Decipher the underlying structure of every difficult conversation
- Start a conversation without defensiveness
- Listen for the meaning of what is not said
- Stay balanced in the face of attacks and accusations
- Move from emotion to productive problem solving

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Book Reviews (1)

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   Tools for entering into a difficult conversation
While an older book, many of the tools are still relevant today and provide a solid foundation for entering (or not) into a difficult conversation. While not explicit, the book's tools includes foundational tools for understanding perspectives other than your own, which are not only critical for keeping a relationship positive, but also provides negotiating tools for keeping the relationship long-term. A couple of notes with all things interpersonal: 1) you have to buy in and understand and accept your own contribution to a situation, and 2) this does presume that you are engaging with a logical and reasonable person...and let's face, not everyone is logical and reasonable. Lastly, given the age of this book, the treatment of emotions was way ahead of its time (kudos to the authors/researchers for acknowledging them). Emotions cannot be taken out of a situation; to deny them is to play with matches around explosive materials. You got to name them to tame them, and recognize them as the root cause of your contributions to the interpersonal dynamic and to understand the other person in that dynamic.