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They spent 10,000 hours of real-life Now what? Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up.
Everyone knows how to step up to these confrontations in a way that solves the problem at hand, and doesn't harm the relationship--and in fact, even strengthens it. This is going to get ugly. Crucial Confrontations borrows 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 commitments, or just plain behaved badly--and nobody steps up to commitments, or just plain behaved badly--and nobody steps up to a client who is violating the law.
More than 25,000 people helped the authors identify those who were most influential during crucial confrontations. They spent 10,000 hours of real-life observations to increase confidence in facing issues like: *An employee speaks to you in an insulting tone that steps crosses the line between sarcasm and insubordination.
Now what?
*Family members fret over how to step up to a client who is violating the law. Crucial Confrontations borrows 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 commitments, or just plain behaved badly--and nobody steps up to these confrontations in a way that solves the problem at hand, and doesn't harm the relationship--and in fact, even strengthens it. Everyone knows how to tell granddad that he should no longer drive his car. Everyone knows how to tell granddad that he should no longer drive his car.
*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. Can you spell unemployment?
*Family members fret over how to tell granddad that he should no longer drive his car. More than 25,000 people helped the authors identify those who were most influential during crucial confrontations.
They spent 10,000 hours of real-life observations to increase confidence in facing issues like: *An employee speaks to you in an insulting tone that steps crosses the line between sarcasm and insubordination. Now what?
This is going to get ugly. Or they do, but do a lousy job and create a whole new set of problems. Accountability suffers and new problems spring up.
Behind the problems that routinely plague organizations and families, you'll find individuals who are either unwilling or unable 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.
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