Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
Relationships are dynamic, alive and responsive to the choices, attitudes and behaviors we bring to them. Research shows that we really are living in organic networks in which we are constantly impacting others and the social environment as the social world impacts us. The competencies associated with Emotional Intelligence directly and powerfully transform interactions and ongoing relationships with others. These skills can be learned and every day is a new opportunity to practice them.
When Business Becomes Personal: The Role of Emotions in NegotiationsJesús Vega-Cerdá
An introductory look at the role and impact of emotions in business-like negotiations. Within the paper, two studies are analyzed: One of them provides a general argument for emotional intelligence in negotiations; the other presents a particular emotion (disappointment) and its impact. And, while these studies present contradictory findings, they revolve around a similar thesis: emotions affect negotiations.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
Relationships are dynamic, alive and responsive to the choices, attitudes and behaviors we bring to them. Research shows that we really are living in organic networks in which we are constantly impacting others and the social environment as the social world impacts us. The competencies associated with Emotional Intelligence directly and powerfully transform interactions and ongoing relationships with others. These skills can be learned and every day is a new opportunity to practice them.
When Business Becomes Personal: The Role of Emotions in NegotiationsJesús Vega-Cerdá
An introductory look at the role and impact of emotions in business-like negotiations. Within the paper, two studies are analyzed: One of them provides a general argument for emotional intelligence in negotiations; the other presents a particular emotion (disappointment) and its impact. And, while these studies present contradictory findings, they revolve around a similar thesis: emotions affect negotiations.
Emotional intelligence and Emotional Resilience in Social WorkClaudia Megele
Presented at the British Association of Social Workers Student Summit/Conference in 2011
What is emotion?
The Dichotomy of reason/logic vs. emotions
What is emotional intelligence?
Emotional Intelligence in Social Work
What is Stress?
Emotional Resilience
The Role of Organisational Culture
Mitigating and Managing Stress
A presentation on cognitive diversity (diversity of thought) as a key driver for decision making, problem solving and innovation delivered at the ASAE Great Ideas Conference (March 2011) by joe gerstandt....
www.joegerstandt.com
Empathetic stories have had a huge impact on the ability of General Mills to uncover deep needs and spur the development and launch of successfully differentiated new products. In this short notes slide presentation, Anne Orban, M.Ed., NPDP, Director of Discovery & Innovation at Innovation Focus Inc, communicates the basic framework for this tool and her enthusiasm for its value to companies with lackluster new product performance.
Wednesday, October 9, 2013
8:30am - 12pm
This session will provide a thorough introduction to the major tenets, principles, premises, and practices of Transformative Mediation. Presenters will share the philosophy and theory of Transformative mediation
and engage the group in a discussion around the hallmarks and myths associated with Transformative practice. Attendees will leave the session with a clearer understanding of the Transformative philosophy.
Kristine Paranica
Sarah Prom
Dan Simon
Emotional intelligence: An Essential Mind & Skill Set for Social Workers(mostly) TRUE THINGS
Social workers deal with complex situations that require a high degree of of self-awareness, situational awareness, creative thinking and collaboration with others. Emotional Intelligence is a model for personal and professional development that cultivates these skills that empower social workers to manage a high degree of stress effectively. Emotional Intelligence is also a way to sustain creative energy for the challenges of the work and prevent burn-out. This power point was created for the Power of Social Work Conference, presented on March 21, 2014 in Albany, NY.
Emotional intelligence and Emotional Resilience in Social WorkClaudia Megele
Presented at the British Association of Social Workers Student Summit/Conference in 2011
What is emotion?
The Dichotomy of reason/logic vs. emotions
What is emotional intelligence?
Emotional Intelligence in Social Work
What is Stress?
Emotional Resilience
The Role of Organisational Culture
Mitigating and Managing Stress
A presentation on cognitive diversity (diversity of thought) as a key driver for decision making, problem solving and innovation delivered at the ASAE Great Ideas Conference (March 2011) by joe gerstandt....
www.joegerstandt.com
Empathetic stories have had a huge impact on the ability of General Mills to uncover deep needs and spur the development and launch of successfully differentiated new products. In this short notes slide presentation, Anne Orban, M.Ed., NPDP, Director of Discovery & Innovation at Innovation Focus Inc, communicates the basic framework for this tool and her enthusiasm for its value to companies with lackluster new product performance.
Wednesday, October 9, 2013
8:30am - 12pm
This session will provide a thorough introduction to the major tenets, principles, premises, and practices of Transformative Mediation. Presenters will share the philosophy and theory of Transformative mediation
and engage the group in a discussion around the hallmarks and myths associated with Transformative practice. Attendees will leave the session with a clearer understanding of the Transformative philosophy.
Kristine Paranica
Sarah Prom
Dan Simon
Emotional intelligence: An Essential Mind & Skill Set for Social Workers(mostly) TRUE THINGS
Social workers deal with complex situations that require a high degree of of self-awareness, situational awareness, creative thinking and collaboration with others. Emotional Intelligence is a model for personal and professional development that cultivates these skills that empower social workers to manage a high degree of stress effectively. Emotional Intelligence is also a way to sustain creative energy for the challenges of the work and prevent burn-out. This power point was created for the Power of Social Work Conference, presented on March 21, 2014 in Albany, NY.
Empathic Listening How can empathetic listening assist when listen.docxjenkinsmandie
Empathic Listening
How can empathetic listening assist when listening to respond, listening to learn, listening to be with, or listening to connect in order to go from concord to confirmation and prevent the conversation from going from concord to consolidation. Provide an emotional context (e.g. when someone else is angry, when you are angry, when some else needs forgiveness, when you need forgiveness).
Language Processing and Perception Bias
: Distinguish the different impacts of real, literal, and abstract motion in the course of normal language processing and perception bias. Reference the Dils reading and one previous reading to support your response
Dils, A.T., & Boroditsky, L. (2010). Processing unrelated language can change what you see.
Psychonomic Bulletin & Review.
17 (6), 882-888 doi:10.3758/PBR.17.6.882
Retrieved from: http://psych.stanford.edu/~lera/papers/goose-hawk.pdf
Discuss the Importance of Listening as a Tool to Design Effective Organizational Structure
An organization is a grouping of people, skills, and tasks designed to be the most effective use of time, talent, and treasure that is able to accomplish the mission or purpose of why the group has been organized. This is true from the very formal organizational structures of a school
house and hospitals, regardless if there is a pyramid or family design, to rather informal organizations such as the Red Hat Society or Parent Teacher Association. Organizations and teams are struggling to balance the needs of people with the needs of the whole system. Miyahsiro boils these needs down to respect, harmony, and effectiveness (Miyashiro, 2011). Therefore the words, connectors between the parts of the organization, must come from a place of respect and intended to fit, or be harmonious with, what is going on in the present to lead to a more effective future. However, while the intention behind the words is often more critical than the words themselves, we can hear the same words from different people with completely different responses. Their intention, our history with them, and our own history separate from them, all contribute to what we think we hear.
To assure that the spokesperson and words match the listener best, we as conflict resolutionalist must approach each new situation from an empathetic perspective. Be aware however, that empathetic listening is not about being nice, but about effecting change and getting results though making requests out of our shared connection.
Distinguish Between Sympathetic Listening and Empathetic Listening
Empathetic listening is different from sympathetic listening. Sympathetic listening creates a connection between two people. As you listen you relate the situation to one that you may have experienced. You appreciate the struggle and the concern as you have been through a similar struggle. Those who are sympathetic by nature work hard to assess situations through our framework and world experience. This is being sympathet.
A talk by Ray Weaver
CEO, ABOGE Coaching and Consulting, Inc.
Leaders,
I have been fielding calls on holding conversations on the events that have been happening in our nation. Specifically, the conversation around the subject of race. I too find it an uncomfortable conversation.
It is a fact, it is uncomfortable because it has emotions, differing opinions, and high stakes; hence, it’s known as a Crucial Conversation.
Conversations like these require us to be totally present, attentive, and open. Additionally, it will not get any easier, if we shy away from holding them.
As I was journaling on the subject today, I reflected on my fear of having conversations about race. After a few hours, I found much of my fear was based on my feeling of not being an expert on race. I am an expert on how I feel, but not on the deep psychology and philosophy of the study of race.
Later, it occurred to me, my fears were based on my thinking I needed to solve the problem (the expert); hence, I felt ill-equipped to do so.
The realization of my fear, aided in my asking another question, “What if, to start the conversation, I just engage to educate myself on the feelings and insights of others from a learning perspective?” I immediately felt empowered and willing to have the conversation; with the intention to learn, listen, and grow.
Face it, this is a large, deep, and complex issue; and it will take multiple conversations, reflection, intentioned efforts, and action on a personal, interpersonal, and national level to solve.
But, additionally, it to requires a willingness to engage in dialogue, within your sphere of influence; no matter how uncomfortable.
I am sharing this not as a simplification. It is to let you know, you are not alone in the uncomfortableness of it, and that you are equipped to have the crucial “learning” conversation if that is your intention.
As leaders, it is necessary for us to open the dialogue and lead the way.
Attached is a Crucial Conversation Checklist, which includes the visual model of the process. It provides the structure to hold the uncomfortable conversations, which is a requirement of the work of leadership.
I am reminded of a quote on the opportunity. It is said, “…real opportunity, unlike magical thinking, often comes dressed in overalls, and looks like work.”
I hope this will support your being open to learn, engage, and hold uncomfortable conversations; as part of your work in leadership.
Stay Safe! Stay Healthy! Stay Strong!
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/it-will-be-uncomfortable-conversations-required-of-leaders-in-the-diverse-workplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
The art of storytelling and how it can help make a better world(mostly) TRUE THINGS
"Storytelling the most powerful way to put ideas into the world today," according to master storyteller Robert McKee. This power point is about why story matters in a world of constant change and so much information to absorb at ever-increasing speed, and the importance of learning the art of story for maximum impact on the listener. Presented at the Applied Improvisation Network annual conference in Montreal on Sept. 28, 015.
"Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm." Peter Drucker. Management Challenges for the 21st Century (1999). This power point was created for a Lifestage training used to help employees in organizations understand and manage the emotional and psychological impact of workplace change.
Emotional intelligence (EI) is best developed through real-time, creative interactions with other people, in which genuine emotions can be examined and explored. Improvisation cultivates the skills, self-awareness, emotional competencies and adaptability that are so essential to success in these times of uncertainty and creative possibility. There are many natural points of connection between EI and the skills involved with improvisation, which are immediately useful in real-life situations.
Creativity is the energy of change, and anyone can enlarge and enhance their capacity to tap into this energy through learning about how it works and engaging in creative experiences. This is essential information for all of us now, living at this time when the speed of life is accelerating and the pace of change a source of significant psychological stress. Uncertainty and instability are part of the price we pay for revolutionary new technologies that continue to transform the landscape of our lives, through redesigning the way we do business, connect and communicate. In light of the stresses we face it is more important than ever to understand the process of burn-out so that we can prevent it. The good news is that the creative process is a way of engaging with the tensions of the unknown and shaping our attitudes and habits of mind in ways that make us more effective, empowered and energized.
Resilience and emotional intelligence are internal sources of personal power that research shows reduces the negative effects of stress on mind and body - and fuels the creative energy we need to solve problems during tough times. This power point was developed for workshops offered to people suffering long-term losses after Hurricane Sandy in New York and New Jersey.
Creative experiences - writing, making and listening to music, art, improvisation - are the most direct pathway to developing the mind and skill set associated with emotional intelligence. This power point was part of a presentation at The Examined Life Conference at the Carver College of Medicine, University of Iowa, April 11-13, 2013.
All in the timing: How To Understand & Connect With the Precontemplative Person(mostly) TRUE THINGS
To change habits - e.g. smoking or eating the wrong foods in personal life, or introduce new processes in a workplace - we need a combination of desire and competence. Health care providers and educators can unintentionally sabotage change efforts when information and interventions designed for people ready for action are applied to people who are precontemplaitve - which research shows may be as many as 85% of those who present for help with a problem. This presentation explores how to understand and connect with a precontemplative person.
A survey of 2600 human resources professionals found that 71% valued Emotional Intelligence (EI) more than IQ when hiring. EI is a necessary mind and skill set for 21st century life and a method for strengthening our resilience to stress.
Improvisation trains the brain to reach for a range of effective responses to the unexpected, unfamiliar, and unpredictable. Research shows that properly designed experiences involving improvisation, storytelling and other creativity-generating activities makes learning "stick" and provides a real-time opportunity for people in groups to develop the skills in creative thinking and collaboration that are needed to deal with complex problems.
Navigating Transitions is a seminar offered to companies with employees facing retirement or job loss. Using the shared experiences of past participants who are retirees or unemployed, as well as evidence-based research about the mind, emotions and the process of change, this workshop offers ideas and tools for working through major life transitions.
Smoking cessation: Why Change Is Hard and What Helps To Make It Possible(mostly) TRUE THINGS
The power point is part of a workplace smoking cessation program designed by Lifestage, Inc., which educates participants about the process of change, the neuroscience of addiction, and ways to ease the difficulties involved with change.
Creative thinking about interpersonal conflict and how to grow through it
1. www.lifestage.org
Conflict resolution is a core skill
associated with emotional intelligence
and success in the networked world
Creative Thinking About
Interpersonal Conflict –
and how to grow through it
2. Objectives
1. Identify the benefits of healthy conflict to creating effective
partnerships, teams and organizations.
2. Understand the relationship between the capacity to engage in and
resolve conflict and emotional intelligence
3. Identify the mind and skill set associated with emotional intelligence
that enhances the capacity to use conflict to grow personally and
creatively.
3. Great human stories turn on conflict between
characters or conflict between the central
character and powerful forces
The questions that drive conflict:
What do I want?
What (or who) are the obstacles to getting what I want?
What actions have I taken to overcome these obstacles?
How do I engage with these obstacles?
What story am I telling about these obstacles?
How has engaging with these obstacles changed me?
What thinking, beliefs, or conventions are challenged by this
conflict?
4. Conflict Is:
Inevitable
Important
Illuminating
Want Collaboration? Accept – And Actively Manage – Conflict” Harvard Business Review March 2005
Healthy conflict
advances collaboration
5. “Clashes between
parties are the
crucibles in which
creative solutions
are developed
{ and wise trade-
offs among
competing
objectives are
made.”
Want Collaboration? Accept – And
Actively Manage – Conflict” Harvard
Business Review March 2005
6. The skills for working through
conflict are crucial to personal and
professional success
and can be learned.
“The root cause of many-if not most-human problems lies in how
people behave when others disagree with them about high-stakes,
emotional issues. Research shows dramatic improvements in
organizational performance when people learned the skills
routinely practiced by those who have found a way to master
these high-stakes, ‘crucial’ moments.”
Patterson, K., Greeny, J., McMillan, R., Switzler, A Crucial Conversations: Tools For Talking When The
Stakes are High, 2nd edition, McGraw-Hill Books, 2012
7. Healthy conflict can increase trust,
enhance mutual understanding
and reveal hidden obstacles to growth
8. Addressing conflict has the potential to reveal
hidden agendas, underlying tensions or personal
hurts– a process so emotionally-loaded it can seem
better to not do it at all.
9. When tensions build and conflict emerges in
highly-charged or cool-to-the-point-of-freezing,
encounters may not go well - reinforcing the idea
that problems cannot be worked out.
10. The effects of conversations gone bad
can be both devastating and far-
reaching. Research shows that
strong relationships, careers,
organizations and communities all
draw from the same source of power-
the ability to talk openly about high-
stakes, emotional, controversial
topics.
Patterson, K., Greeny, J., McMillan, R., Switzler, A Crucial Conversations: Tools For Talking
It is what you say.
When The Stakes are High, 2nd edition, McGraw-Hill Books, 2012
And how you say it.
11. Conflict can trigger emotional
reactions that interfere with cognitive
processes and reasoned judgments
12. Emotional
Intelligence:
it’s not (only) what
you think.
It’s how you think
about what you feel
13. “a multifactorial array of
interrelated emotional,
personal and social abilities
that influence our overall
ability to actively and
effectively cope with demands
and pressures.”
Bar-On, R., & Parker, J.D.A. (2000). The handbook of emotional intelligence. San Francisco: Josey
intelligence.
Bass.
Emotional Intelligence (EI)
14. The ability to Emotional Intelligence is involved
recognize the in the capacity to perceive
meanings of emotion, assimilate emotion-
emotions and
problem-solve on
related feelings, understand the
the basis of them. information of those emotions and
manage them.” Mayer, J.D., Salovey, P., &
Caruso, D. (2000). Models of emotional intelligence. In R.J.
Steinberg (Ed.), Handbook of intelligence. Cambridge, UK:
Cambridge University Press.
Consciously choosing to slow down emotional
reactions and focus internally allows the
creative mind to engage with the conflict.
15. “Between stimulus and response
is a pause. And in that pause lies
our freedom.” Viktor Frankl
16. Interpersonal
Skills
Emotional self-regulation
Associated
With Listening to and empathizing
Emotional with others
Intelligence and
Creative {
Self-Motivation
Conflict
Adapting to or initiating
Resolution change
Mayer, D.J. and Salovey, P. “What is Emotional
Intelligence?” In P. Salovey and A. Shiyter (Eds),
Emotional Development and Emotional Intelligence:
Effective Communication
Implication for Educators, 3-31 Basic Books, New
Educators,
York 1997.
17. Working with what seem to be minor
issues creates ground rules for how to talk
about bigger ones. What appear to be
small problems in the present context can
do large-scale damage when pressures
intensify.
“When it comes to truth and justice there is no difference between the small
and great problems. Whosoever fails to take small matters seriously in a
spirit of truth cannot be trusted in greater affairs.” Albert Einstein, notes from
an address about the conflict between Israel and Egypt, written shortly
before his death, from Brian, Denis The Unexpected Einstein, John Wiley &
Sons, 2005: 156
18. “We often tell ourselves a story about others’ real
intent. These stories determine our emotional
response.”
The Cost of Conflict Avoidance” VitalSmarts Research , www.vitalsmarts.com
19. “Reality is that which, when you stop
believing in it, doesn’t go away.”
Phillip K. Dick
“Conflict is the reality of other human beings, each
with his psychological field, his own perceptions, his
individual interests. If our misperception of others
leads to conflict, the result will be either corrected
perceptions or the striking of a balance enabling
both parties to accommodate to the viewpoints that
produced the conflict.”
R.J. Rummel “Misperception, Cognitive Dissonance, Righteousness & Conflict” Conflict In Perspective:
Conflict”
Volume 3 Chapter 4
20. Emotionally Intelligent conflict
can promote the conditions for
creative growth
When you plant lettuce, if it does not grow well,
you don't blame the lettuce. You look for reasons it is not
doing well. It may need fertilizer, or more water, or less sun.
You never blame the lettuce. Yet if we have problems with
our friends or our family, we blame the other person. But if
we know how to take care of them, they will grow well, like
the lettuce. Blaming has no positive effect at all, nor does
trying to persuade using reason and argument.”
Ven Thich Nhat Hanh
21. Everyone involved in a conflict has a
narrative about it. Getting each person’s
narrative out in the open is necessary to
finding a way out of the impasse.
There are three ways of dealing with difference:
domination, compromise, and integration. By
domination only one side gets what it wants; by
compromise neither side gets what it wants; by
integration we find a way by which both sides
may get what they wish. Mary Parker Follett.
22.
Emotionally intelligent conflict:
Works to understand others’ perceptions;
Involves showing that we understand others’ perceptions;
Requires awareness of our own emotional reactions and triggers;
Requires self-regulation of emotions;
Occurs through respectful communication that deals with behavior
and is based on mutually-beneficial agreements;
Reveals underlying tensions that block creative action;
23. .
The key to real change lies in getting people to hold one
another accountable to agreements. This is best achieved
through dialogue in which we express our stories about
what happened, listen to others’ stories and allow the
interactions to take the story in a new direction
24. Emotional Self-Regulation is the skill
that empowers us to
confront the “right” problem
“Master communicators “Before speaking up, stop
manage their emotions by and ask yourself, “What do I
examining, questioning, and really want here? What
rewriting their story before problem do I want to
speaking.” resolve?”
“The Cost of Conflict Avoidance” VitalSmarts
Research , www.vitalsmarts.com
25. Be fully present
Give mindful attention
to what the other
person is saying;
Take in what the other
person wants;
{
Take in what the other
person believes about
“Show you care about the other
you; person and his or her interests to
disarm defensiveness and open up
Try to understand why dialogue.”
the other person The Cost of Conflict Avoidance” VitalSmarts Research , www.vitalsmarts.com
believes what they do;
26. 1. Share your facts: “I read this email about our meeting.”
2. Tell your story: “I thought we had reached a consensus at the meeting
but this email seems like an attempt to bypass what we decided.”
3. Ask for others’ paths: “Help me understand what your intention is for
writing this. What do you want to accomplish with this?”
4. Talk tentatively: “In my opinion…” or “I’m wondering if….
5. Encourage testing: ““I want to hear your views no matter how much
they may differ from mine. Maybe I’m missing something and I want us
to be able to talk about anything regarding our work together.
Patterson, K., Greeny, J., McMillan, R., Switzler, A Crucial Conversations: Tools For Talking When The Stakes are High, 2nd edition,
McGraw-Hill Books, 2012: 136
Skills for Emotionally Intelligent Dialogue
27. To Benefit From Criticism:
Approach It Like A Scientist
Don't respond immediately. Our first reaction will tend to be
defensive and dismissive of the criticism.
Consider the criticism in a cool moment later. But in order to do
this it helps to:
Spend time on a regular basis asking ourselves “how I can
improve in my relationships?” What do I need to know about
myself in order to grow?” If this is an established habit, if we
consistently engage in honest dialogue with ourselves, it is more
likely we will be able to discern the difference between an attack, a
projection, and a valid criticism from which we can learn.
Consider: what if what s/he said is true? Ask this question as a
hypothetical and begin to explore the implications.
“How To Manage Criticism” Alex Lickerman, MD www.creativitypost.com/psychology/how_to_manage_criticism
28. Even the most masterful initiation of dialogue can trigger an
array of defensive ploys: “lying, threatening, stonewalling,
crying, sarcasm, shouting, silence, accusing, taking offense,
passive-aggression. The best approach is to move to the
middle: disarm the ploy by addressing it. For instance, if your
counterpart has stopped responding to you, you can simply
say, "I don't know how to interpret your silence.“ Green, Sarah, “Difficult
Conversations: 9 Common Mistakes,” Harvard Business Review, www.hbr.org
29. Conflict may bring out “game-changing”
information about relationships, teams and
organizations.
Seek common ground- if no common ground is possible, the
relationship may have to change;
Set clear boundaries and express expectations that can be a “set point”
for future dialogue about the conflict;
State the desired outcome in terms of behavior, e.g. “What I want is for
us to talk in person before involving others outside our team.”
If dialogue breaks down clearly state the consequences. Be sure that the
consequences are actionable.
From: www.wittcom.com
30. Conflict can change everything.
If we do it right, it can change us
and add meaning to life.
“The meeting of two
personalities is like the
contact of two chemical
substances;
If there is any reaction, both
are transformed.”
Carl Jung
31. References and Resources
Bar-On, RBar-On, R., & Parker, J.D.A. (2000). The handbook of emotional
intelligence. San Francisco: Josey Bass.
.,
Chade-Meng Tan, “How Emotional Intelligence Can Help Resolve Conflicts and
Build Tough, Kind Leaders”
http://knowledge.wharton.upenn.edu/articlepdf/2991.pdf?CFID=226357812&CFTO
(Chade-Meng Tan is author of Search Inside Yourself: The Unexpected Path To
Achieving Success, Happiness and and World Peace,
Brian, Denis The Unexpected Einstein, John Wiley & Sons, 2005: 156
Green, Sarah, “Difficult Conversations: 9 Common Mistakes,” Harvard Business
Review, www.hbr.org
Lickerman, Alex, MD “How To Manage Criticism”
www.creativitypost.com/psychology/how_to_man
Mayer, J.D., Salovey, P & Caruso, D. R. (2004) Emotional Intelligence. Theory,
findings, and implications. Psychological Inquiry, 15, 197-215.
32. Patterson, K., Greeny, J., McMillan, R., Switzler, A Crucial
Conversations: Tools For Talking When The Stakes are High, 2nd edition,
McGraw-Hill Books, 2012
R.J. Rummel “Misperception, Cognitive Dissonance, Righteousness
& Conflict” Conflict In Perspective: Volume 3 Chapter 4
The Cost of Conflict Avoidance” VitalSmarts Research ,
www.vitalsmarts.com
Want Collaboration? Accept – And Actively Manage – Conflict”
Harvard Business Review March 2005
References & Resources
33. To schedule a consultation to discuss onsite training for your
staff or group contact
Jude Treder-Wolff, LCSW, RMT, CGP
at 631-366-4265.
For more information about our programs, resources and articles check
out website and blog:
www.livesinprogressnewsletter.blogspot.com
www.lifestage.org