Synopses & Reviews
The bestselling authors of the classic Difficult Conversations teach us how to turn evaluations, advice, criticisms, and coaching into productive listening and learning
We swim in an ocean of feedback. Bosses, colleagues, customersbut also family, friends, and in-lawsthey all have suggestions” for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional developmentbut we dread it and often dismiss it.
Thats because receiving feedback sits at the junction of two conflicting human desires. We do want to learn and grow. And we also want to be accepted just as we are right now. Thanks for the Feedback is the first book to address this tension head on. It explains why getting feedback is so crucial yet so challenging, and offers a powerful framework to help us take on lifes blizzard of off-hand comments, annual evaluations, and unsolicited advice with curiosity and grace.
The business world spends billions of dollars and millions of hours each year teaching people how to give feedback more effectively. Stone and Heen argue that weve got it backwards and show us why the smart money is on educating receivers in the workplace and in personal relationships as well.
Coauthors of the international bestseller Difficult Conversations, Stone and Heen have spent the last ten years working with businesses, nonprofits, governments, and families to determine what helps us learn and what gets in our way. With humor and clarity, they blend the latest insights from neuroscience and psychology with practical, hard-headed advice. The book is destined to become a classic in the world of leadership, organizational behavior, and education.
A new book by the authors of Difficult Conversations this book isaimed mainly but not exclusively at the business world. The authors are lawyers and the founders of a consulting firm; they are also partof the Harvard Negotiation Project. They argue here that it is more useful to teach people how to receive feedback effectively than howto give it effectively. The book's thesis is that three main problems prevent people from receiving feedback well: gettinginformation when they really want approval, guidance, or appreciation; confusing the content of the feedback itself with therelationships involved in it; seeing the feedback threatening their sense of identity (their authority, expertise, ability, value, job,and so on). A section of the book looks at each of these triggers; another section gives practical guidance for getting feedback inconversations and for improving difficult conversations involving evaluation and feedback when you are the one getting the feedback.Annotation ©2014 Ringgold, Inc., Portland, OR (protoview.com)
The 10th-anniversary edition of the New York Times business bestseller-now updated with "Answers to Ten Questions People Ask"
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you'll learn how to:
? Decipher the underlying structure of every difficult conversation
? Start a conversation without defensiveness
? Listen for the meaning of what is not said
? Stay balanced in the face of attacks and accusations
? Move from emotion to productive problem solving
The coauthors of the New York Timesand#150;bestselling Difficult Conversations take on the toughest topic of all: how we see ourselves
Douglas Stone and Sheila Heen have spent the past fifteen years working with corporations, nonprofits, governments, and families to determine what helps us learn and what gets in our way. In Thanks for the Feedback, they explain why receiving feedback is so crucial yet so challenging, offering a simple framework and powerful tools to help us take on lifeand#8217;s blizzard of offhand comments, annual evaluations, and unsolicited input with curiosity and grace. They blend the latest insights from neuroscience and psychology with practical, hard-headed advice. Thanks
for the Feedback is destined to become a classic in the fields of leadership, organizational behavior, and education.
About the Author
Douglas Stone, Bruce Patton
, and Sheila Heen
teach at Harvard Law School and the Harvard Negotiation Project. They have been consultants to businesspeople, governments, organizations, communities, and individuals around the world, and have written on negotiation and communication in publications ranging from the New York Times
magazine. Bruce Patton
is also a co-author of Getting to Yes
. Each of them lives in Boston, Massachusetts.
Roger Fisher is the Samuel Williston Professor of Law Emeritus, Director of the Harvard Negotiation Project, and the founder of two consulting organizations devoted to strategic advice and negotiation training.