Difficult Conversations: How to Discuss What Matters Most

Bruce Patton

ISBN 10: 0670921343 / ISBN 13: 9780670921348

Editore: Penguin Books Ltd, United Kingdom, London, 2011

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The 10th anniversary edition of the classic guide to handling life's toughest conversations What is a difficult conversation? Asking for a pay rise, saying 'no' to your boss or spouse, confronting a friend, apologizing. We all have conversations that we dread and find unpleasant. But can we develop the skills to make such situations less stressful and more productive? Based on fifteen years of research and consultations with thousands of people, Difficult Conversations pinpoints what works. It teaches us to work through them by understanding that we're not engaging in one dialogue but three: - The "what happened" conversation (what do we believe was said and done) - The "feelings" conversation (the emotional impact on everyone involved) - The "identity" conversation (what does this mean for everyone's opinion of themselves) Use this ground-breaking, step-by-step book to turn your difficult conversations into positive, problem-solving experiences. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged. Codice articolo GOR004397801

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Titolo: Difficult Conversations: How to Discuss What...

Casa editrice: Penguin Books Ltd, United Kingdom, London

Data di pubblicazione: 2011

Legatura: Paperback

Condizione: Very Good

Descrizione articolo

Riassunto:

We've all been there: We know we must talk to a colleague, our boss or even a friend about something we know will be at least uncomfortable and at worst explosive. So we repeatedly mull it over until we can no longer put it off, and then finally stumble through a confrontation when we could have had a conversation.

Difficult Conversations is the definitive work on handling these unpleasant exchanges, based on 15 years of research at the Harvard Negotiation Project. It teaches us to work through them by understand that we're not engaging in one dialogue but three: the "what happened" conversation (what do we believe was said and done), the "feelings" conversation (the emotional impact on everyone involved), and the "identity" conversation (what does this mean for everyone's opinion of themselves).

In a world where asking for a pay rise, saying 'no' to your boss, asking a favour or apologizing for a mistake can be a horrendous nightmare, Difficult Conversations deserves its position as a business classic.

L'autore:

Douglas Stone, Bruce Patton and Sheila Heen work for the Harvard Negotiation Project at Harvard Law School.