Chapter 11. Difficult Conversations that Stem from the Workplace and Its Culture

Closed and open interpretations of ''social virtues''and their effects on difficult conversations
Exercise: evaluating any mismatches between the social virtues your organisation espouses and how people behave in practice
Aspects of organisational life where closed interpretations of social virtues create particular pressures
The open-to-learning manager
The manager as role model
Exercise: identifying any mismatches between the social virtues you espouse and how you operate in practice