What is a difficult conversation? Asking for a pay rise, saying 'no' to your boss or spouse, confronting a friend or neighbour, asking a difficult favour, 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. Use this ground-breaking, step-by-step book to turnyour 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.

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Bibliographic Details

Title: Difficult Conversations: How to Discuss What Matters Most
Publisher: Penguin Books Ltd, United Kingdom, London
Publication Date: 2000
Language: English
ISBN 10: 014027782X
ISBN 13: 9780140277821
Binding: Paperback
Condition: Very Good
Weight: 168 grams

About this title

Synopsis

What is a difficult conversation? Asking for a pay rise, saying 'no' to your boss or spouse, confronting a friend or neighbor, asking a difficult favor, 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. Use this ground-breaking, step-by-step book to turn your difficult conversations into positive, problem-solving experiences.

Review

We've all been there: We know we must confront a coworker, store clerk, or friend about some especially sticky situation--and we know the encounter will be uncomfortable. So we repeatedly mull it over until we can no longer put it off, and then finally stumble through the confrontation. Difficult Conversations, by Douglas Stone, Bruce Patton, and Sheila Heen, offers advice for handling these unpleasant exchanges in a manner that accomplishes their objective and diminishes the possibility that anyone will be needlessly hurt. The authors, associated with Harvard Law School and the Harvard Project on Negotiation, show how such dialogues actually comprise three separate components: the "what happened" conversation (verbalizing what we believe really was said and done), the "feelings" conversation (communicating and acknowledging each party's emotional impact), and the "identity" conversation (expressing the situation's underlying personal meaning). The explanations and suggested improvements are, admittedly, somewhat complicated. And they certainly don't guarantee positive results. But if you honestly are interested in elevating your communication skills, this book will walk you through both mistakes and remedies in a way that will boost your confidence when such unavoidable clashes arise. --Howard Rothman

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