Difficult Conversations: How to Discuss What Matters Most

My wife is volatile and I have a temper, so I have to walk on egg shells sometimes. I read this book and learned how to deal with my wife when she is angry and when we have different opinions. It really helped me. Another book that changed my life completely is Optimal Thinking; How to be your best self. Optimal Thinking showed me how to be my best amd make the most of any situation.

Everyone of us has gone through difficult conversations, arguments that were leading no where or felt that we were unjustifiably being taken advantage of. The solution - read this book. The authors have done a remarkable work in presenting conversations (real examples) that we can relate to. They educate the reader with the pitfalls and means o avoid them.In difficult conversations the participants generally fall trap to the three common crippling assumptions which are:1. The Truth assumption : I am right you are wrong2. The Intention Invention : When the other persons intentions are unclear a common perception is that they are bad3. The Blame Frame : Blame the other produces disagreement, denial and little learningThe authors map a path by showing how to avoid the pitfalls when facing a difficult conversation and come out as a winner. In our life we prepare for almost every thing, like schooling and college for career etc. it is somewhat surprising that conversations that truly are a means to progress we spend little time on; this is one of the books in this area. I highly recommend that you read it.

There were 3 aspects of this book that made a differecne for me: Thinking Differently, Making Shifts, and understanding the Structure found in all difficult conversations. If you understand these aspects it will significantly improve how well you handle difficult conversations.This is about Thinking Differently-- 1. This is an approach. 2. It's not about doing differently; it's about thinking differently. 3. It's about shifting from a message delivery stance to a learning stance. 4. All difficult conversations have the same structure. The structure is almost always "below the surface." It is hidden in what people are thinking and feeling, but not saying.Shifts (with this approach)-- We must shift our internal orientation: FROM: Certainty (I understand) TO: Curiosity (Help me understand); FROM: I am right TO: I am curious; FROM: I know what was intended TO:I know the impact; FROM: I know who is to blame TO: I know who contributed what; FROM: Debate TO: Exploration; FROM: Simplicity TO: Complexity; FROM: "Either/or" TO: "And".Understanding the Structure-- 1. All difficult conversations share a common structure. To make the structure visible, we not only need to understand what was said, but also what was not said. We need to understand what the people involved are thinking and feeling, but not saying to each other. This is usually where the real action is. 2. What makes a conversation difficult? The gap between what you are really thinking and what you are saying is part of it. 3. Our thoughts and feelings of all difficult conversations fall into the same three categories, or "conversations". 4. And, in each of the conversations, we make predictable errors that distort our thoughts and feelings and get us in trouble. 5. There predictable errors can be overcome this specific strategies that the authors suggest.I have developed workshops based on this material that we are finding very helpful in our hospital setting.Spend some time with this book - it will be worth your while.

This is an exceptional book. Not since picking up Stephen Covey's "Seven Habits of Highly Effective People" over 10 years ago have I come across a book that is destined to have great impact on both myself and millions of other readers.In essence "Difficult Conversations" is a practical everyday guide for living and breathing Stephen's fifth habit - "Seek first to understand then to be understood". It can be thought of as a "conversational handbook" - applicable in both your personal and business lives. Recently married couples, parents of teenage children and newly appointed managers will find the book especially powerful.The concepts are simple and if internalised could for eaxmple save the needless destruction of countless marriages. What excites me most is that it is so very readable and that its lessons are sufficiently simple that although it might take a life time to master - when applied you can see results in your own conversations and relationships immediately. Although I've yet to find any reference to the discipline of "dialogue" (as developed by the physicist David Bohm) in the book - it falls squarely within this subject area.