RON
Over the last ten years, I’ve been amazed at the powerful, positive impact that Crucial Conversations principles and skills have had on organizations’ results and peoples’ lives. We have a marvelous collection of personal stories, business cases, and research studies proving the efficacy of these skills. I have overwhelming confidence in their power and utility. But, I am frequently reminded of a sobering, balancing lesson:
If you do everything we tell you to do in this book, exactly the way we tell you to do it, and the other person doesn’t want to dialogue, dialogue will not take place.
The other person has the ability to choose how to respond to your efforts. These skills are not techniques for controlling others; they are not tools for ...
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