Difficult Conversations

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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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392 printed pages

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Quotes

Aisha Samudinovahas quotedlast year
make conversations productive, especially in a context of strong emotion, high stakes, and complex perceptions, a critical first step is to distinguish clearly between facts on the one hand, and opinions, assumptions, values, interests, predictions, and judgments on the other.
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Aisha Samudinovahas quotedlast year
Sometimes what’s difficult about the situation has a whole lot more to do with what’s going on inside you than what’s going on between you and the other person. In that case, a conversation focused on the interaction isn’t going to be very illuminating or productive, at least until you’ve had a longer conversation with yourself.
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Aisha Samudinovahas quotedlast year
How Do I Know I’ve Made the Right Choice?
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