"Managing difficult conversations dealing with differences in opinion at work is a universal concern. More than 10 years ago Mel Myers introduced managers at Delcam to a reflective approach to dealing with issues in response to our problems in managing change in a growing organisation. Together we learnt the value of taking an open approach to discussions, recognising the need to promote partnership and exchange of all relevant information. We gained an understanding that we should question assumptions about colleagues' reactions when formulating our response. We found that this considered approach brought genuine benefits in supporting change with less stress. These concepts helped us maintain the open culture that is essential in a growing young company.
In this book Sue Clark and Mel Myers provide an excellent insight into the problems of having difficult conversations and using a reflective approach to manage these successfully. The annotated examples are a particularly helpful aid to understanding. Readers should keep this book close to hand to help find guidance for a forthcoming difficult discussion and to help reflect on and learn from the experience of a tough episode at work."
Ed Lambourne, Technical Director, Delcam plc
"This book addresses in a practical and helpful way a set of techniques designed to make various difficult conversations not only easier but also developmental and helpful. A more open and learning approach emphasises that whilst no-body would claim such conversations could be made easy they can often be much better. There is a lot of practical advice and some theory to help us do a better job in a critical area of effective management."
Robin Wensley, Professor of Policy and Marketing, Warwick Business School, Warwick University