Difficult Conversations Right now

This is a useful book, but in my mind, is applicable very narrowly to certain business situations.

Throughout our lives, how many times do we feel that if only we could have communicated better, we wouldn't be where we are. If I communicated more clearly and with purpose, would my relationship be better? Would my friendships be less strained? Would my interaction with my co-workers be less awkward? Would I have been promoted more quickly, or prevented being fired?

While this book doesn't present answers to such specific scenarios, the book analyzes elements having a difficult conversation in a methodical manner, 'to discuss what matters most.' In that sense, the book is instrumental for any manager to become familiar with, in order to address those instances that organizational leaders inevitably face: how to confront difficult people or situations and dealing with them in a proper manner. Analytically speaking, the authors break down the conversational approach into three types: 1) "What Happened"?, 2) Feelings, and 3) Identity Conversations.

The book itself is an offshoot of the Harvard Negotiation Project (an earlier title from that project is the famous "Getting to Yes" by Ury and Fisher).

My opinion of book's main limitations are two-fold: One is that it might best pertain to hierarchical organizations. Otherwise, it's not always helpful to have structured approach when talking about matters of heart ... it doesn't work that way in life. When it comes to things of heart, honesty, confession, and parable may be more appropriate, to present a few examples. Second limitation is that even in a business setting, what leads to difficult conversations are bad management and engagement amongst co-workers. In that case, the problems arise long before the need for a difficult conversation.

Hence, in my mind, this book is applicable very narrowly to certain business situations.Get more detail about Difficult Conversations.