Diff erent types of outlook, skills, and behaviours. Good managers should strive to be good leaders and good leaders, need management skills to be eff ective. Leaders will have a vision of what can be achieved and then communicate this to others and evolve strategies for realizing the vision. Th ey motivate people. Source 6: Structural Ability. Change the environment to make bad behaviors harder and good behaviors easier. Use the power of space, data, and tools. Become an Influencer. Draw skillfully on the appropriate influence strategies as you create your influence plans. 6 Lessons 10.5 hrs. Box 5.4 - IT strategy and preparation for AHELO tests in Egypt 158 Box 5.5 - The use of notebooks to limit IT preparation within institutions in the Slovak Republic 159 Box 5.6 - Student response rates in Norway and Finland 163 Box 5.7 - Student engagement strategies 166 (Slovak Republic, Colombia, Australia). Download free eBooks at bookboon.com Operations Strategy 7 Introduction 1 Introduction This book covers the area of Operations Strategy. This is defined in chapter 2 before formulation methods for operations strategy are discussed in chapter 3. Operations strategy is considered in many organisations as the implementation of an.
Below is a preview of the Shortform book summary of Crucial Conversations by Kerry Patterson, Joseph Grenny, et al..Read the full comprehensive summary at Shortform.
1-Page PDF Summary of Crucial Conversations
Poorly handling crucial conversations — discussions with high stakes, different opinions, and strong emotions — is the cause of many of our most painful problems in work and home life. These stressful conversations can rapidly go awry, with people behaving at their worst - yelling at each other and sniping sarcastically, or on the other side going silent and withdrawing. When this happens, little progress is made, and resentment builds. Moreover, we often deliberately avoid having these conversations because we’re afraid we’ll make matters worse.
Crucial Conversations teaches you an array of dialogue principles and practical skills, explained and demonstrated through numerous examples. After this book, you’ll be able to talk to anyone about virtually any topic, no matter how sensitive. When you learn to handle crucial conversations effectively, the quality of your relationships and your effectiveness in your career will improve dramatically, and you’ll be able to help get everybody what they want.
You need to clarify or rebuild mutual purpose if your motives and goals, or someone else’s, seem to be suspect. Use CRIB skills:
- Commit to seek a mutual purpose (commit to stay in dialogue until finding something that satisfies everyone)
- Recognize the purpose behind the strategy (ask people why they want what they’re pushing for)
- Invent a mutual purpose (if you’re still at odds)
- Brainstorm new strategies (with a clear mutual purpose)
When you need to repair a misunderstanding to restore respect, you can use the skill of contrasting. Contrasting is a don’t/do statement that:
- Addresses others’ concerns that you don’t respect them or that you have a malicious purpose.
- Confirms your respect or clarifies your real purpose (the do part).
An example of contrasting in a couple’s conversation: “I don’t want to suggest that this problem is yours. I think it’s ours. I don’t want to put the burden on you. What I do want is to be able to talk so we understand each other better.”
Control Your Emotions
Our emotions are generated by “stories” we tell ourselves when someone does or says something. These stories are our interpretations of what we saw and/or heard. Negative interpretations lead to negative feelings and then to unproductive actions.
But we can change our emotions by rethinking our stories, or retracing our path from our feelings and actions back to the incident that prompted them: notice your behavior, identify your feelings, analyze the story creating your feelings, and go back to facts (ask yourself, what evidence you have to support your story, and whether the facts might support a different story or conclusion). Also, make sure you’re telling yourself the full story, and haven’t omitted any facts to justify your reaction.
Share Your Stories
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Express your views (tell your story) in such a way that others will be receptive, encourage feedback, and be willing to alter your views or story when additional facts warrant. When caught up in unproductive emotions and actions, retrace them to the facts to test their accuracy.
This process can be broken down as follows, remembering the acronym STATE:
- Share your facts: Start with the least controversial.
- Tell your story: Explain what you’re beginning to conclude.
- Ask for others’ paths: Encourage others to share both their facts and their stories.
- Talk tentatively. State your story as a story (your opinion), not a fact.
- Encourage testing: Proactively seek opposing views, so you can test your theory against additional information.
Explore Others’ Paths
To have a constructive conversation, you need to encourage, listen to, and understand others’ views. Start with an attitude of curiosity and patience. Use four listening skills to trace the other person’s path to action (AMPP).
- Ask: Express interest in the others’ views.
- Mirror: Acknowledge the emotions people appear to be feeling.
- Paraphrase: Restate what you’ve heard.
- Prime: If others hold back, offer a guess as to what they may be thinking and feeling to get the discussion started.
As you begin to share your views, remember ABC:
- Agree: Agree when you share views for the most part, rather than arguing over minor points of disagreement.
- Build: Agree where you can, then build. (“I agree completely. In addition, I noticed that…”)
- Compare: When you differ substantially, compare your two views. (“I think I see things differently. Let me explain.”)
Move From Conversation to Results
Once everyone contributes his or her information to a crucial conversation, the final step is action. All the conversational effort is moot unless there’s an action plan and follow-through to achieve results.
Groups often fail to convert the ideas into action and results for two reasons:
- They aren’t clear on how decisions will be made.
- They fail to act on the decisions they do make.
To move from ideas to action, first choose the decision-making method:
- Command: With command decisions, it’s not our job to decide what to do, only how to make it work. Decisions are made with no involvement whatsoever.
- Consult: Decision makers invite others to influence them before they make their choice. They consult with experts, a representative population, or even anyone who wants to offer an opinion.
- Vote: Voting is appropriate where efficiency is the highest goal, and you’re selecting from a number of good options.
- Consensus: You talk until everyone agrees to one decision. This method can produce unity and high-quality decisions, or it can be a big waste of time.
Additional steps are:
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- Make assignments: Determine who will do what, by when. Assign a name and a deadline to every responsibility.
- Follow-through: Agree on how often and by what method you’ll follow up on an assignment.
- Document: After all your hard work in crucial conversation, don’t depend on memory to ensure follow-through. Write it down, keep tabs, and hold people accountable.
Putting it Together
When you’re involved in a heated crucial conversation, it can be hard to remember and apply the dialogue skills and principles. It takes practice and preparation. In the meantime, however, your can improve your handling of crucial conversations by simply focusing on two key principles:
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- Pay attention to what’s happening: Constantly ask yourself whether you and others are in or out of dialogue. Even if you don’t know exactly how to fix a problem, you can try something, which is always better than doing nothing.
- Ensure safety: When you notice that you and others have moved away from dialogue, do something to make it safer — for instance, asking a question and showing interest in others’ views.
Meanwhile, study and practice the seven dialogue principles. Despite the challenges and risks of crucial conversations, anyone can learn the skills to effectively hold tough conversations about virtually any topic. Don’t worry about being perfect — even a little effort can lead to dramatic improvement.
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