158.2 S877:2
Difficult conversations : how to discuss what matters most. --
2 ed.
Imp / Ed.:
New York, NY, Estados Unidos : Penguin Books, c1999, 2010.
xxxiii, 315 p. ; 20 cm.
Preface to the second edition. -- Foreword by Roger Fisher. -- Acknowledgments. -- Introduction. -- I. The Problem. -- 1. Sort out the three conversations. -- II. Shift to a learning stance. -- The "What happened?" conversations. -- 2. Stop arguing about who's right: explore each other's stories. -- 3. Don't assume they mean it: disentangle intent from impact. -- 4. Abandon blame: map the contribution system. -- The feelings conversations. -- 5. Have your feelings (or they will have you). -- 6. Ground your identity: ask yourself what's at stake. -- III. Create a learning conversation. -- 7. What's your purpose? When to raise it and when to let go. -- 8. Getting started: begin from the third story. -- 9. Learning: listen from the inside out. -- 10. Expression: speak fro yourself with clarity and power. -- 11. Problem-solving: take the lead. -- 12. Putting it all together. -- IV. Ten questions people ask about difficult conversations. -- A road map to difficult conversations. -- Notes on some relevant organizations. --
Tomado de la cubierta: "Whether we're dealing with an underperforming employee, disagreeing with a 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. No matter how competent we are, we all have conversations that cause anxiety and frustration. This book can help. Based on fifteen years of research, Difficult Conversations walks your through a step-by-step approach for how to have your toughest conversations with less stress and more success."
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