000			02403nam a22002057a 4500
020			_a9780670921348
041			_aENG
082			_a658.45 _bSTO
100			_aStone, Douglas
245			_aDifficult conversations : _bhow to discuss what matters most / _cDouglas Stone, Bruce Patton, Sheila Heen.
260			_aPortfolio : _bLondon , _c2011.
300			_axxxiii, 315 pages ; _c20 cm
505			_aThe problem 1. Sort out the three conversations Shifting to a learning stance The "what happened?" conversation 2. Stop arguing about who's right : explore each other's stories 3. Don't assume they meant it : disentangle intent from impact 4. Abandon blame : map the contribution system The feelings conversation 5. Have your feelings (or they will have you) The identity conversation 6. Ground your identity : ask yourself what's at stake 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 for yourself with clarity and power 11. Problem-solving : take the lead 12. Putting it all together Ten questions people ask about Difficult conversations
520			_aWe've all been there: We know we must talk to a colleague, our boss or event a friend about something we know will 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. Difficult Conversations is the definitive work on handling these unpleasant exchanges, based on 15 years of research at the Harvard Negotiation Project. It teaches us to work through them by understand that we're not engaging in one dialogue but three: the "what happened" conversation (what do we believe was said and done), the "feelings" conversation (the emotional impact on everyone involved), and the "identity" conversation (what does this mean for everyone's opinion of themselves). In a world where asking for a pay rise, saying 'no' to your boss, asking a favor or apologizing for a mistake can be a horrendous nightmare, Difficult Conversations deserves its position as a business classic.
650			_aCase Studies
650			_aCommunication in management
700			_aPatton, Bruce
700			_aHeen, Sheila
942			_2ddc _cBK
999			_c23695 _d23695