000			01626cam a2200217 4500
001			0670921348
008			140919t2011 xxu||||| |||| 00| 0 eng d
020			_a0670921348
100			_aPatton, Bruce
245		0	_aDifficult conversations : how to discuss what matters most
250			_a2nd
260			_aLondon _bPenguin _c2011
300			_a315 p. ; 20 cm.
500			_aOriginally published: London: Viking, 1999.
520			_aWe've all been there: We know we must talk to a colleague, our boss or even 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 understanding 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 favour or apologizing for a mistake can be a horrendous nightmare, ""Difficult Conversations"" deserves its position as a business classic"
650			_aCOMMUNICATION
650			_aINTERPERSONAL RELATIONS _96656
700			_aStone, Douglas
700			_aHeen, Sheila
999			_c80793 _d80793