![]() What are the facts of the situation? (Look at those facts as a neutral observer would describe them.What is the issue that needs to be addressed?.From these questions, you can move on and ask yourself the following: In the book "Crucial Conversations," the authors recommend asking yourself some basic questions to help you internalize your intent, such as “What do I want for me?”, “What do I want for my supervisor?”, “What do I want for our work relationship?” It is important to be clear on the message you want to deliver and what you hope to gain from your effort. Please read on for tips and examples that will help you to have a successful conversation on a difficult matter. Conflict Management and Dispute Resolution Services.Here are links to other resources and training available to help you prepare for a difficult conversation: So if something is not working for you at work that your supervisor can influence, and it matters to you that it is not working, you will want to find your voice. Your supervisor may be many things, but it is doubtful they are a mind-reader. At work, situations may arise between you and your supervisor that call for you to initiate a difficult conversation. If you are like most people, you may have opportunities to initiate difficult conversations on a regular basis, but it probably doesn’t really feel like an “opportunity,” does it?įor purposes of this communication, we are using the term “difficult conversations” to convey a situation where both parties in the conversation need to stay in a relationship, the stakes are high, opinions vary, and emotions may run strong.
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