关键对立CRUCIAL CONFRONTATIONS 下载 pdb txt pdf 百度云 kindle umd 夸克云

　　Behind the problems that routinely plague families, teams, and ***anizati*** are individuals who either can't o***on'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 w*** new set of problems.

New research ***s that these disappointments aren't just irritating. They're costly—sapping ***anizational performance by 20-50 percent and accounting for up to 90 percent of divorces. drawn from over 20,000 hours of real-life observati*** 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 relati***hips while solving problems

Foreword xiii

Preface xvii

Acknowledgments xviii

Introduction: What's a Crucial Confrontation?

　And Who Cares?

Part One: Work on Me First

What to Do before a　Crucial Confrontation

Ch. 1: Choose What and If

　How to Know What Crucial Confrontation to Hold and If You Should Hold It

Ch. 2: Master My Stories

　How to Get Your Head Right before Opening Your Mouth

Part Two: Confront with Safety

　What to Do during a Crucial Confrontation

Ch. 3: Describe the Gap

　How to Start a Crucial Confrontation 83

Ch. 4: Make It Motivating

　How to Help Others Want to Take Action 113

Ch. 5: Make It Easy

　tow to Make Keeping Commitments (Almost) Painless

　　Ch. 6: Stay Focused and Flexible

What to Do When Others Get　Sidetracked, Scream, or Sulk

Part Three: Move to Action

　What to Do after a Crucial Confrontation

Ch. 7: Agree on a Plan and Follow Up

　How to Gain Commitment and Move to Action

Ch. 8: Put It All Together

　How to Solve Big, Sticky, Complicated Problems

　Ch. 9: The Twelve "Yeah-Buts"

　How to Deal with the Truly Tough

Appendix A: Where Do You Stand? A Self-Assessment for MeasuringYour Crucial Confrontation Skills

Appendix B: Six-Source Diagnostic Questi*** The Six-Source Model

Appendix C: When Things Go Right

Appendix D: Discussion Questi*** for Reading Groups

Notes

Index

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　　作者简介：Kerry Patterson

　　Kerry Patterson has c***ulted with hundreds of Fortune 500 companies using his award-winning training program to teach development and maintenance of healthy ***anizati***.

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The authors of the New York Times bestseller Crucial Conversati*** show you how to achieve personal, team, and ***anizational success by healing broken promises, resolving violated expectati***, and influencing bad 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 Conversati***. Behind the problems that routinely plague ***anizati*** 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 w*** new set of problems. Accountability suffers and new problems spring up. New research ***s that these disappointments aren't just irritating, they're costly--sapping ***anizational performance by twenty to fifty percent and accounting for up to ninety percent of divorces. Crucial Confrontati*** teaches skills drawn from 10,000 hours of real-life observati*** 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?

*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 confrontati*** in a way that causes a real ruckus. That we have down pat. Crucial Confrontati*** teaches you how to deal with violated expectati*** in a way that solves the problem at hand, and doesn't harm the relati***hip--and in fact, even strengthens it. Crucial Confrontati*** 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 confrontati***. 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 confrontati*** improvements on ***anizational and team performance--the results were immediate and sustainable: twenty to fifty percent improvements in measurable performance.