Difficult conversations : how to discuss what matters most ; [updated with answers to the 10 most frequently asked questions about difficult conversation

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 From The Harvard Negotiation Project, The Organization That Brought Readers Getting To Yes, Difficult Conversations Provides A Step-by-step Approach To Having Those Tough Conversations With Less Stress And More Success. This Edition Includes A New Chapter. Sort Out The Three Conversations -- Stop Arguing About Who's Right: Explore Each Other's Stories -- Don't Assume They Meant It: Disentangle Intent From Impact -- Abandon Blame: Map The Contribution System -- Have Your Feelings (or They Will Have You) -- Ground Your Identity: Ask Yourself What's At Stake -- What's Your Purpose?: When To Raise It And When To Let Go -- Getting Started: Begin From The Third Story -- Learning: Listen From The Inside Out -- Expression: Speak For Yourself With Clarity And Power -- Problem-solving: Take The Lead -- Putting It All Together -- Ten Questions People Ask About Difficult Conversations -- A Road Map To Difficult Conversations. Douglas Stone, Bruce Patton, Sheila Heen. With A Foreword By Roger Fisher--cover. Updated With Answers To The 10 Most Frequently Asked Questions About Difficult Conversations--cover. First Published In The U.s.a. By Viking Penguin, 1999. Includes Bibliographical References. 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 We know we must talk to a colleague, our boss or even a friend about something we know can 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. This work focuses on handling these exchanges.