COMMERCE 3S03 Chapter 10: Chapter 10
4 Dec 2017
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Document Summary
Chapter 10: handling difficult conversations, conflict, and negotiation. 80% of workers believe they are above average workers, means 30% of them do not understand they are above average. In performance review you should have specific examples of particular behaviours and the results of those errors. In dialogue there is more conversation, and more common goals. Often people walking out have different mindsets than they did walking in. Meetings diverted by unstated agendas and blaming insinuations, and power plays. Abilene paradox: individuals are not willing to act contrary to what they believe rather than to voice their own opinion. Dialogue: requires the participants suspend their attachment to a particular point of view so that a deeper level of listening, synthesis, and meaning can emerge from the group. Difficult conversations are between two or more people where: outcomes are important, viewpoints differ, and, emotions run high.
