fierce conversations ralph_blundell
DESCRIPTION
Raising the subject of justice or highlighting the injustice, takes courage. How do we challenge someone or your organisation without creating conflict and in a way that means you make allies not enemies? A concrete approach to having the most discussions well.TRANSCRIPT
Ralph Blundell
“Fierce Conversations”
Fierce ConversationsSusan Scott
Fierce Conversations
Fierce Conversations"A fierce conversation is not me telling you what I think. A fierce conversation is one that is passionate, effective, direct, thought
provoking, intense, powerful, robust, untamed, unbridled. A fierce conversation is one that challenges ideas and builds
relationships."
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Identify your contribution to the issue. If none (are
you sure?) omit this step.
• Indicate you want to resolve the issue. You're not looking for a fight or to blame.
• Invite the other person to give their point of view and then listen without interrupting.
• Ask questions for clarification, paraphrase to make sure your really heard their point of view.
Fierce Conversations • Identify your contribution to the issue. If none (are
you sure?) omit this step.
• Indicate you want to resolve the issue. You're not looking for a fight or to blame.
• Invite the other person to give their point of view and then listen without interrupting.
• Ask questions for clarification, paraphrase to make sure your really heard their point of view.
Fierce Conversations • Identify your contribution to the issue. If none (are
you sure?) omit this step.
• Indicate you want to resolve the issue. You're not looking for a fight or to blame.
• Invite the other person to give their point of view and then listen without interrupting.
• Ask questions for clarification, paraphrase to make sure your really heard their point of view.
Fierce Conversations • Identify your contribution to the issue. If none (are
you sure?) omit this step.
• Indicate you want to resolve the issue. You're not looking for a fight or to blame.
• Invite the other person to give their point of view and then listen without interrupting.!
• Ask questions for clarification, paraphrase to make sure your really heard their point of view.
Fierce Conversations • Name the issue - keep it clear and simple
• Select specific examples, the more recent the better. Offer evidence the other person will recognise.
• Describe your emotions ... "I'm disappointed" etc
• Say what is at stake, for you, the business, the customer. It gives real power to the message.
Fierce Conversations • Repeat the previous steps if needed. You want full
understanding of each persons view before moving on.
• What has been learned? Where is the common ground / the differences? Gives you the basis for resolution.
• Agree what each of you will do, and how to hold each other accountable.
Fierce Conversations • Repeat the previous steps if needed. You want full
understanding of each persons view before moving on.
• What has been learned? Where is the common ground / the differences? Gives you the basis for resolution.
• Agree what each of you will do, and how to hold each other accountable.
Fierce Conversations • Repeat the previous steps if needed. You want full
understanding of each persons view before moving on.
• What has been learned? Where is the common ground / the differences? Gives you the basis for resolution.
• Agree what each of you will do, and how to hold each other accountable.
Victim Behaviour • Determine the root cause by listening.
• Having uncovered the real problem, get them to restate the problem as a goal - "how do I?"
• Get them to brainstorm realistic ideas to overcome the problem.
• Establish an action plan: what,when,how,who?
• Establish accountability by asking "On a scale of 1-10 how committed are you to this action plan?"
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