 | Crucial Confrontations By Kerry Patterson, Joseph Grenny, Ron Mcmillan, Al Switzler
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Product Description
The authors of the New York Times bestseller Crucial Conversations show you how to achieve personal, team, and organizational success by healing broken promises, resolving violated expectations, and influencing good behavior.
Discover skills to resolve touchy, controversial, and complex issues at work and at home--now available in this follow-up to the internationally popular Crucial Conversations.
Behind the problems that routinely plague organizations and families, you'll find individuals who are either unwilling or unable to deal with failed promises. Others have broken rules, missed deadlines, failed to live up to commitments, or just plain behaved badly--and nobody steps up to the issue. Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up. New research demonstrates that these disappointments aren't just irritating, they're costly--sapping organizational performance by twenty to fifty percent and accounting for up to ninety percent of divorces.
Crucial Confrontations teaches skills drawn from 10,000 hours of real-life observations to increase confidence in facing issues like:
- An employee speaks to you in an insulting tone that crosses the line between sarcasm and insubordination. Now what?
- Your boss just committed you to a deadline you know you can't meet--and not-so-subtly hinted he doesn't want to hear complaints about it.
- Your son walks through the door sporting colorful new body art that raises your blood pressure by forty points. Speak now, pay later.
- An accountant wonders how to step up to a client who is violating the law. Can you spell unemployment?
- Family members fret over how to tell granddad that he should no longer drive his car. This is going to get ugly.
- A nurse worries about what to say to an abusive physician. She quickly remembers "how things work around here" and decides not to say anything.
Everyone knows how to run for cover, or if adequately provoked, step up to these confrontations in a way that causes a real ruckus. That we have down pat. Crucial Confrontations teaches you how to deal with violated expectations in a way that solves the problem at hand, and doesn't harm the relationship--and in fact, even strengthens it.
Crucial Confrontations borrows from twenty years of research involving two groups. More than 25,000 people helped the authors identify those who were most influential during crucial confrontations. They spent 10,000 hours watching these people, documented what they saw, and then trained and tested with more than 300,000 people. Second, they measured the impact of crucial confrontations improvements on organizational and team performance--the results were immediate and sustainable: twenty to fifty percent improvements in measurable performance.
- Amazon Sales Rank: #1516 in Books
- Published on: 2004-08-26
- Original language: English
- Number of items: 1
- Dimensions: .73" h x 6.04" w x 9.09" l, .92 pounds
- Binding: Paperback
- 284 pages
From the Inside Flap
"...revolutionary ideas...opportunities for breakthrough..." -- Stephen R. Covey, author of The 7 Habits of Highly Effective People
"...unleash the true potential of a relationship or organization and move it to the next level...."-- Ken Blanchard, coauthor of The One Minute Manager® and The Secret: What Great Leaders Know--and Do
"... the most recommended and most effective resource in my library."-- Stacey Allerton Firth, Vice President, Human Resources, Ford of Canada
"...brilliant strategies for those difficult discussions at home and in the workplace..."--Soledad O'Brien, cohost of CNN's Morning Edition
"This book is the real deal....Read it, underline it, learn from it. It's a gem."-- Mike Murray, VP Human Resources and Administration, Microsoft (retired)
NEVER WALK AWAY FROM ANOTHER TOUCHY, CONTROVERSIAL, OR COMPLEX ISSUE--AT WORK OR AT HOME!
Behind the problems that routinely plague families, teams, and organizations are individuals who either can't or won't deal with failed promises. Others have broken rules, missed deadlines, or just plain behaved badly. If anybody steps up to the issue, they often do a lousy job and create a whole new set of problems.
New research demonstrates that these disappointments aren't just irritating. They're costly—sapping organizational performance by 20-50 percent and accounting for up to 90 percent of divorces.
Crucial Confrontations teaches skills drawn from over 20,000 hours of real-life observations to increase confidence in facing tough issues. Learn to:
When you learn how to handle crucial confrontations, everything gets better.
From the Back Cover
"Hey, if you read only one 'management' book this decade...I'd insist that it be Crucial Confrontations."--from the foreword by TOM PETERS
"Revolutionary ideas...opportunities for breakthrough..." -- STEPHEN R. COVEY, author of The 7 Habits of Highly Effective People
"...unleash the true potential of a relationship or organization and move it to the next level...."-- KEN BLANCHARD, coauthor of The One Minute Manager® and The Secret: What Great Leaders Know--and Do
"The most recommended and most effective resource in my library."-- STACEY ALLERTON FIRTH, Vice President, Human Resources, Ford of Canada
"Brilliant strategies for those difficult discussions at home and in the workplace..."--SOLEDAD O'BRIEN, cohost of CNN's Morning Edition
"This book is the real deal....Read it, underline it, learn from it. It's a gem."-- MIKE MURRAY, VP Human Resources and Administration, Microsoft (retired)
Behind the problems that routinely plague families, teams, and organizations are individuals who either can't or won't deal with failed promises. Others have broken rules, missed deadlines, or just plain behaved badly. If anybody steps up to the issue, they often do a lousy job and create a whole new set of problems.
New research demonstrates that these disappointments aren't just irritating--they're costly--sapping organizational performance by 20 to 50 percent and accounting for up to 90 percent of divorces. Drawn from over 10,000 hours of real-life observations, Crucial Confrontations teaches skills to increase confidence in facing tough issues. Learn to:
- Permanently resolve failed promises and missed deadlines
- Transform broken rules and bad behaviors into productive accountability
- Strengthen relationships while solving problems
About the Author
Kerry Patterson has consulted with hundreds of Fortune 500 companies using his award-winning training program to teach development and maintenance of healthy organizations.
Joseph Grenny has 20 years of experience coaching thousands of corporate and government leaders around the world in the art of communication.
Ron McMillan cofounded and was the vice president of research and development of Covey Leadership Center.
Al Switzler is currently on the faculty at the Executive Development Center at the University of Michigan.
Together these authors have founded VitalSmarts and have trained more than 500,000 people world wide. They live in the greater Salt Lake City area.
Most helpful customer reviews
106 of 112 people found the following review helpful.
By NHansen www.thehappinessblog.com
If you have read Crucial Conversations, then you are already very familiar with this book and its contents. The fact is, this book is a re-hashing of Crucial Conversations; however, this time, the principles shared seem more applicable than they were before.
I think that this book is the real and better application of the authors' main principles. It is an easy and quick read and the language is very simple and direct. The book discusses ways to have a confrontation in which results are gained and friendships are not lost. It is a win-win approach. I do believe that this book can and does help. I did not particularily like the Crucial Conversations because it wasn't real earth shattering and seemed to simple. This time, however, the subject of "confrontations" seems more open to the authors' intentions-- thus a better read.
This is a good book to read and a better book to apply.
51 of 54 people found the following review helpful.
By Mikel Cook
I surprised myself by reading almost the entire book during a two-week trip to Thailand w. The authors do a great job of showing how NOT stepping up has allowed catastrophic consquences to result. For example, the co-pilot who chose not to speak up when the pilot was preparing to take off in freezing weather with ice building up on the wings. All that survived was the cockpit tape that has the copilot hinting at the danger and not taking a powerful stand with the pilot. Our circumstances are not likely to be that drastic, but it is really very serious business.
I like that the book recognizes that speaking up can be risky and talks about how to make reasonably sure that you won't hurt your career or relationship when you choose to speak up.
The keys to managing the conversation so you don't get off in the weeds and get a valuable result begin with stepping back for a moment and remembering how you got to your reaction. The authors say we start by seeing or hearing something, draw come conclusions, react and then take action. If you review what exactly are the facts you started with and what are the interpretations or conclusions you came to, you are free to share it as a story the other person can understand. If you speak as if your conclusions are facts, you can lose the rapport you need to have a good outcome.
I like the question the authors suggest asking yourself to get to how to start a conversation that doesn't amount to an attack: "What would cause a reasonable, rational and decent person to act like this?" Answering that question puts me in a frame of mind to begin with an attitude of mutual respect.
The other major key for me that I got out of the book is realizing that when someone does react badly during a conversation like this is that two key safety issues could be percieved as missing: mutual respect and mutual purpose. If you are ready to restore a sense of mutual respect and mutual purpose, then you can get back out of the weeds of someone reacting in ways you don't intend or that surprise you.
Providing a way of knowing what to do if things go wrong in the conversation is key to my being willing to take on having the conversation in the first place. Most people just keep quiet and there is a cost to that. Some people hold back until they blow up and that doesn't work very well either.
That is my three paragraph teaser about the book. I like that the book is based on over 20 years of studying people who excell at this type of conversation and distilling how they do it.
84 of 94 people found the following review helpful.
By Robert Morris
As I read this exceptionally informative book, I was again reminded of the fact that the Chinese word for "crisis" has two meanings: peril and opportunity. Since posting the review, a reader's comment (please see below) identifies an essay that brings into doubt the common belief in the dual meaning to which I referred. However, I remain convinced, linguistic issues aside, that every crisis does pose both peril or opportunity and that how we respond is for us to determine.
* * *
As those who have been or are now involved in process simplification initiatives already know, every problem encountered offers a valuable learning opportunity. The same is also true when encountering "broken promises, violated expectations, and bad behavior" either within or beyond the workplace. The authors of this volume address questions such as these:
What's a "crucial confrontation"?
What to do before one occurs?
How to know when -- and when NOT -- to initiate one?
How to "get your head right before opening your mouth"?
How to begin a crucial confrontation?
How to involve and engage others to take appropriate action?
How to make keeping commitments (almost) painless?
What to do when others "get sidetracked, scream, or sulk"?
What to do after a crucial confrontation?
How to gain commitment and move to action?
How to solve "big, sticky, complicated problems"?
How to deal with the truly tough? (i.e. the twelve "yeh buts")
The authors also provide four appendices: A self-assessment for measuring confrontation skills, "The Six-Source Model," "When Things Go Right," and discussion questions for reading groups. Although any one of the appendices is worth far more than the cost of this book, their greatest value will be derived when the information and counsel are correlated with the material which the authors share in the nine chapters.
My own experience in the business world suggests that "broken promises, violated expectations, and bad behavior" really do offer both perils and opportunities. A careful reading of this book and then an equally careful application of the advice which the authors offer will, in my opinion, help reduce (if not eliminate) the former while helping to achieve effective fulfillment of the latter.
http://astore.amazon.com/amazon-book-books-20/detail/0071446524
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