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Crucial Conversations Kerry Patterson Joseph Grenny Ron Mcmillan

  • SKU: BELL-48506436
Crucial Conversations Kerry Patterson Joseph Grenny Ron Mcmillan
$ 31.00 $ 45.00 (-31%)

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Crucial Conversations Kerry Patterson Joseph Grenny Ron Mcmillan instant download after payment.

Publisher: McGraw-Hill
File Extension: PDF
File size: 1.77 MB
Pages: 248
Author: Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
ISBN: 9780071771320, 9780071772204, 0071771328, 0071772200
Language: English
Year: 2012

Product desciption

Crucial Conversations Kerry Patterson Joseph Grenny Ron Mcmillan by Kerry Patterson, Joseph Grenny, Ron Mcmillan, Al Switzler 9780071771320, 9780071772204, 0071771328, 0071772200 instant download after payment.

This book is an apt response to the wisdom of the great historian
Arnold Toynbee, who said that you can pretty well summarize all of
history—not only of society, but of institutions and of people—in four
words: Nothing fails like success. In other words, when a challenge in
life is met by a response that is equal to it, you have success. But when
the challenge moves to a higher level, the old, once successful response
no longer works—it fails; thus, nothing fails like success.What you learn is that “crucial conversations” transform people and
relationships. They are anything but transacted; they create an entirely
new level of bonding. They produce what Buddhism calls “the middle
way”—not a compromise between two opposites on a straight-line
continuum, but a higher middle way, like the apex of a triangle. Because
two or more people have created something new from genuine dialogue,
bonding takes place, just like the bonding that takes place in a family or
marriage when a new child is created. When you produce something
with another person that is truly creative, it’s one of the most powerful
forms of bonding there is. In fact the bonding is so strong that you
simply would not be disloyal in his or her absence, even if there were
social pressure to join others in bad-mouthing.Now, what makes one of your conversations crucial as opposed to
plain vanilla? First, opinions vary. For example, you’re talking with your
boss about a possible promotion. She thinks yu’re not ready; you think
you are. Second, stakes are high. You’re in a meeting with four
coworkers and you’re trying to pick a new marketing strategy. You’ve
got to do something different or your company isn’t going to hit its
annual goals. Third, emotions run strong. You’re in the middle of a
casual discussion with your spouse and he or she brings up an “ugly
incident” that took place at yesterday’s neighborhood block party.

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