Can we talk?: seven principles for managing difficult conversations at work
"Having difficult conversations at work is a necessary discomfort. Instead of avoiding these conversations with your boss, colleagues or direct reports, you need a strategy that won't leave you feeling like you were being talked at or ignored. The key to solving this problem starts and end...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
2022
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| Schlagworte: | |
| Zusammenfassung: | "Having difficult conversations at work is a necessary discomfort. Instead of avoiding these conversations with your boss, colleagues or direct reports, you need a strategy that won't leave you feeling like you were being talked at or ignored. The key to solving this problem starts and ends with changing the conversation. Recognizing that it takes two people to engage in meaningful conversation, Can We Talk? outlines what each contributor needs to do to achieve the best possible result. Illustrated with scenarios from everyday work situations, the author offers guidance on how to create the right conditions for a meaningful discussion as well as defining the seven key principles (confidence, clarity, compassion, curiosity, compromise, credibility and courage) that enable both parties to gain a deeper understanding of what the other person may be thinking and establish their point of view more clearly. Can We Talk? includes vignettes, advice from those who have been there and thrived, as well as lessons learned from conversation failures. Readers will learn how to prepare, start and manage the potentially challenging exchange of words that typically occur at work, and come away with an understanding that for any conversation to take place, both parties must engage. Scripts are provided to help readers get off to a running start"-- |
| Beschreibung: | ix, 214 Seiten 24 cm |
| ISBN: | 9781398601307 9781398601338 |
Internformat
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| 505 | 8 | |a Introduction: the seven principles for managing difficult conversations -- Confidence: trusting yourself and the other party -- Clarity: making your point clearly and listening with an open mind -- Compassion: be empathetic and understanding -- Curiosity: asking questions rather than shutting down -- Compromise: earn respect by respecting others -- Credibiility: recognizing your word is only as good as your actions -- Courage: navigatiing the obstacles -- Bringing it all together | |
| 520 | |a "Having difficult conversations at work is a necessary discomfort. Instead of avoiding these conversations with your boss, colleagues or direct reports, you need a strategy that won't leave you feeling like you were being talked at or ignored. The key to solving this problem starts and ends with changing the conversation. Recognizing that it takes two people to engage in meaningful conversation, Can We Talk? outlines what each contributor needs to do to achieve the best possible result. Illustrated with scenarios from everyday work situations, the author offers guidance on how to create the right conditions for a meaningful discussion as well as defining the seven key principles (confidence, clarity, compassion, curiosity, compromise, credibility and courage) that enable both parties to gain a deeper understanding of what the other person may be thinking and establish their point of view more clearly. Can We Talk? includes vignettes, advice from those who have been there and thrived, as well as lessons learned from conversation failures. Readers will learn how to prepare, start and manage the potentially challenging exchange of words that typically occur at work, and come away with an understanding that for any conversation to take place, both parties must engage. Scripts are provided to help readers get off to a running start"-- | ||
| 650 | 4 | |a Communication in management | |
| 650 | 4 | |a Interpersonal conflict | |
| 650 | 4 | |a Personnel management | |
| 650 | 7 | |a Communication in management |2 fast | |
| 650 | 7 | |a Interpersonal conflict |2 fast | |
| 650 | 7 | |a Personnel management |2 fast | |
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Datensatz im Suchindex
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| author | Matuson, Roberta Chinsky |
| author_GND | (DE-588)1141613182 |
| author_facet | Matuson, Roberta Chinsky |
| author_role | aut |
| author_sort | Matuson, Roberta Chinsky |
| author_variant | r c m rc rcm |
| building | Verbundindex |
| bvnumber | BV047606986 |
| classification_rvk | QP 342 |
| contents | Introduction: the seven principles for managing difficult conversations -- Confidence: trusting yourself and the other party -- Clarity: making your point clearly and listening with an open mind -- Compassion: be empathetic and understanding -- Curiosity: asking questions rather than shutting down -- Compromise: earn respect by respecting others -- Credibiility: recognizing your word is only as good as your actions -- Courage: navigatiing the obstacles -- Bringing it all together |
| ctrlnum | (OCoLC)1286854807 (DE-599)BVBBV047606986 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV047606986 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:38:41Z |
| indexdate | 2024-07-10T09:16:02Z |
| institution | BVB |
| isbn | 9781398601307 9781398601338 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032991968 |
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| physical | ix, 214 Seiten 24 cm |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Kogan Page |
| record_format | marc |
| spelling | Matuson, Roberta Chinsky Verfasser (DE-588)1141613182 aut Can we talk? seven principles for managing difficult conversations at work Roberta Chinsky Matuson London Kogan Page 2022 ix, 214 Seiten 24 cm txt rdacontent n rdamedia nc rdacarrier Introduction: the seven principles for managing difficult conversations -- Confidence: trusting yourself and the other party -- Clarity: making your point clearly and listening with an open mind -- Compassion: be empathetic and understanding -- Curiosity: asking questions rather than shutting down -- Compromise: earn respect by respecting others -- Credibiility: recognizing your word is only as good as your actions -- Courage: navigatiing the obstacles -- Bringing it all together "Having difficult conversations at work is a necessary discomfort. Instead of avoiding these conversations with your boss, colleagues or direct reports, you need a strategy that won't leave you feeling like you were being talked at or ignored. The key to solving this problem starts and ends with changing the conversation. Recognizing that it takes two people to engage in meaningful conversation, Can We Talk? outlines what each contributor needs to do to achieve the best possible result. Illustrated with scenarios from everyday work situations, the author offers guidance on how to create the right conditions for a meaningful discussion as well as defining the seven key principles (confidence, clarity, compassion, curiosity, compromise, credibility and courage) that enable both parties to gain a deeper understanding of what the other person may be thinking and establish their point of view more clearly. Can We Talk? includes vignettes, advice from those who have been there and thrived, as well as lessons learned from conversation failures. Readers will learn how to prepare, start and manage the potentially challenging exchange of words that typically occur at work, and come away with an understanding that for any conversation to take place, both parties must engage. Scripts are provided to help readers get off to a running start"-- Communication in management Interpersonal conflict Personnel management Communication in management fast Interpersonal conflict fast Personnel management fast Erscheint auch als Online-Ausgabe 978-1-3986-0131-4 |
| spellingShingle | Matuson, Roberta Chinsky Can we talk? seven principles for managing difficult conversations at work Introduction: the seven principles for managing difficult conversations -- Confidence: trusting yourself and the other party -- Clarity: making your point clearly and listening with an open mind -- Compassion: be empathetic and understanding -- Curiosity: asking questions rather than shutting down -- Compromise: earn respect by respecting others -- Credibiility: recognizing your word is only as good as your actions -- Courage: navigatiing the obstacles -- Bringing it all together Communication in management Interpersonal conflict Personnel management Communication in management fast Interpersonal conflict fast Personnel management fast |
| title | Can we talk? seven principles for managing difficult conversations at work |
| title_auth | Can we talk? seven principles for managing difficult conversations at work |
| title_exact_search | Can we talk? seven principles for managing difficult conversations at work |
| title_exact_search_txtP | Can we talk? seven principles for managing difficult conversations at work |
| title_full | Can we talk? seven principles for managing difficult conversations at work Roberta Chinsky Matuson |
| title_fullStr | Can we talk? seven principles for managing difficult conversations at work Roberta Chinsky Matuson |
| title_full_unstemmed | Can we talk? seven principles for managing difficult conversations at work Roberta Chinsky Matuson |
| title_short | Can we talk? |
| title_sort | can we talk seven principles for managing difficult conversations at work |
| title_sub | seven principles for managing difficult conversations at work |
| topic | Communication in management Interpersonal conflict Personnel management Communication in management fast Interpersonal conflict fast Personnel management fast |
| topic_facet | Communication in management Interpersonal conflict Personnel management |
| work_keys_str_mv | AT matusonrobertachinsky canwetalksevenprinciplesformanagingdifficultconversationsatwork |