Difficult conversations : how to discuss what matters most
 Author: Stone, Douglas.
 Format: Book
 Published: New York, N.Y. : Penguin Books, 2000, c1999.
 Language: English
 Summary:
Whether you're dealing with an underperforming employee, disagreeing with your spouse about money or child-rearing, negotiating with a difficult client, or simply saying "no," or "I'm sorry," or "I love you," we attempt or avoid difficult conversations every day. Based on fifteen years of research at the Harvard Negotiation Project, Difficult Conversations walks you thro... (see more)

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Ford Library Library Service Center BF637.C45 S78 2000 c.7 Available
Ford Library Stacks BF637.C45 S78 2000 c.1 Available
Ford Library Stacks BF637.C45 S78 2000 c.10 Available
Ford Library Stacks BF637.C45 S78 2000 c.11 Available
Ford Library Stacks BF637.C45 S78 2000 c.2 Available
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Ford Library Stacks BF637.C45 S78 2000 c.5 Available
Ford Library Stacks BF637.C45 S78 2000 c.6 Checked Out  (Due 03-08-2012)
Ford Library Stacks BF637.C45 S78 2000 c.8 Available
Ford Library Stacks BF637.C45 S78 2000 c.9 Available
 
Authors
Item Description
  • xxi, 250 p. : ill. ; 20 cm.
  • ISBN: 014028852X (pbk.) :
  • ISBN: 9780140288520 (pbk.)
  • ISBN: 9780140277821 (pbk.)
  • OCLC Number: 44063027
DUKE003956243
Table of Contents
  • Foreword (Roger Fisher) (p. vii)
  • Acknowledgments (p. ix)
  • Introduction (p. xv)
  • The Problem (p. 1)
  • 1. Sort Out the Three Conversations (p. 3)
  • Shift to a Learning Stance (p. 21)
  • The "What Happened?" Conversation (p. 23)
  • 2. Stop Arguing About Who's Right: Explore Each Other's Stories (p. 25)
  • 3. Don't Assume They Meant It: Disentangle Intent from Impact (p. 44)
  • 4. Abandon Blame: Map the Contribution System (p. 58)
  • The Feelings Conversation (p. 83)
  • 5. Have Your Feelings (Or They Will Have You) (p. 85)
  • The Identity Conversation (p. 109)
  • 6. Ground Your Identity: Ask Yourself What's at Stake (p. 111)
  • Create a Learning Conversation (p. 129)
  • 7. What's Your Purpose? When to Raise It and When to Let Go (p. 131)
  • 8. Getting Started: Begin from the Third Story (p. 147)
  • 9. Learning: Listen from the Inside Out (p. 163)
  • 10. Expression: Speak for Yourself with Clarity and Power (p. 185)
  • 11. Problem-Solving: Take the Lead (p. 201)
  • 12. Putting It All Together (p. 217)
  • A Road Map to Difficult Conversations (p. 235)
  • A Note on Some Relevant Organizations (p. 249)
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Title Summary
Whether you're dealing with an underperforming employee, disagreeing with your spouse about money or child-rearing, negotiating with a difficult client, or simply saying "no," or "I'm sorry," or "I love you," we attempt or avoid difficult conversations every day. Based on fifteen years of research at the Harvard Negotiation Project, Difficult Conversations walks you through a step-by-step proven approach to having your toughest conversations with less stress and more success. You will learn: how to start the conversation without defensiveness why what is not said is as important as what is ways of keeping and regaining your balance in the face of attacks and accusations how to decipher the underlying structure of every difficult conversation Filled with examples from everyday life, Difficult Conversations will help you on the job, at home, or out in the world. It is a book you will turn to again and again for advice, practical skills, and reassurance.
Content provided by Syndetic Solutions, Inc. Terms of Use

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