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    Difficult Conversations: How to Discuss What Matters Most (Paperback) By (author) Douglas Stone, By (author) Bruce Patton, By (author) Sheila Heen, Foreword by Roger Fisher

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    DescriptionWhat 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.


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  • Full bibliographic data for Difficult Conversations

    Title
    Difficult Conversations
    Subtitle
    How to Discuss What Matters Most
    Authors and contributors
    By (author) Douglas Stone, By (author) Bruce Patton, By (author) Sheila Heen, Foreword by Roger Fisher
    Physical properties
    Format: Paperback
    Number of pages: 272
    Width: 130 mm
    Height: 194 mm
    Thickness: 22 mm
    Weight: 200 g
    Language
    English
    ISBN
    ISBN 13: 9780140277821
    ISBN 10: 014027782X
    Classifications

    BIC E4L: ADV
    Nielsen BookScan Product Class 3: T17.0
    BIC subject category V2: JMH
    LC subject heading:
    BIC subject category V2: VS
    Ingram Subject Code: PS
    Warengruppen-Systematik des deutschen Buchhandels: 24810
    DC22: 158.2
    DC21: 302.346
    BISAC V2.8: PSY017000
    Thema V1.0: VS, JMH
    Publisher
    Penguin Books Ltd
    Imprint name
    Penguin Books Ltd
    Publication date
    25 May 2000
    Publication City/Country
    London
    Author Information
    Douglas Stone, Bruce Patton and Sheila Heen work for the Harvard Negotiation Project.
    Review text
    Valuable analysis of just about any verbal interaction which goes beyond 'pass the butter, please'. Everybody has 'discussions' like the examples given here: where neither side says what's really on their mind, nobody is truly satisfied with the outcome and both parties come away with bad feelings, facing future awkwardness, resentment or worse. The authors hail from the Harvard Negotiation Project, part of Harvard Law School, and provide an intriguing breakdown of conversations into different formats, suggest some surprising new ways of looking at what's going on, learnign from the situation and adopting different strategies to resolve problems. (Kirkus UK)
    Table of contents
    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.