This document provides an overview of strategies for having difficult conversations. It discusses examples of difficult conversations, such as addressing a neighbor's barking dog. It emphasizes that sugarcoating a message does not help and that feelings must be addressed for the conversation to be meaningful. The document presents frameworks for having learning conversations rather than argumentative ones. It focuses on understanding different perspectives rather than proving who is right. Examples are given of thinking through difficult scenarios from multiple viewpoints. Overall, the document teaches tools for navigating difficult interpersonal interactions by understanding feelings, intentions, and identities on all sides of an issue.
The presentation is an exposition on the effectiveness of assertive behavior and communication vis a vis less effective and potentially destructive behavior such as aggression, passivity and passive aggression.
A simple model of learning the art of assertive communication is presented.
The presentation provides opportunity for personal reflection on one's tendency towards either assertive or non-assertive behavior and communication.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
This document provides guidance on having difficult conversations in employment situations. It discusses preparing for conversations regarding probationary periods, disciplinary issues, and performance management. Key points include controlling the situation and your emotions, asking open-ended questions, actively listening, being consistent in applying sanctions, and maintaining ongoing dialogue rather than storing up problems. Thorough preparation is emphasized, such as knowing policies, evidence, and possible outcomes before meetings.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
The document discusses small talk and icebreakers. It provides perspectives on small talk from different sources that both support and criticize small talk. It then discusses icebreakers and provides the acronym FORD as a helpful way to remember good topics for conversations: Family, Occupation, Recreation, and Dreams. The document asks questions about each letter of FORD and provides examples of how to show interest in others or change the subject respectfully during conversations.
Leadership Principles for Difficult ConversationsRhett Laubach
The document outlines principles for having difficult conversations as a leader. It provides examples of difficult conversations, such as explaining why someone did not get a promotion or confronting unacceptable behavior. It then describes 5 principles for difficult conversations: put others first, don't delay difficult conversations, take an adaptive approach, find common ground to build from, and let goals and values guide the discussion. The principles advise focusing on behavior, being prepared, and seeking win-win outcomes through understanding different perspectives.
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
How To Manage A Difficult Conversation At Work - Task 3812guest0d9001c
The document discusses how to manage difficult conversations at work. It provides tips for having productive difficult conversations, such as keeping the conversation private, stating the purpose and desired outcome, listening and paraphrasing, using "I" and "and" instead of accusatory language, being direct but not judgmental, preparing for negative reactions, involving the other person in solutions, and thanking them. The overall message is that difficult conversations are an opportunity to turn something negative into something positive.
The presentation is an exposition on the effectiveness of assertive behavior and communication vis a vis less effective and potentially destructive behavior such as aggression, passivity and passive aggression.
A simple model of learning the art of assertive communication is presented.
The presentation provides opportunity for personal reflection on one's tendency towards either assertive or non-assertive behavior and communication.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
This document provides guidance on having difficult conversations in employment situations. It discusses preparing for conversations regarding probationary periods, disciplinary issues, and performance management. Key points include controlling the situation and your emotions, asking open-ended questions, actively listening, being consistent in applying sanctions, and maintaining ongoing dialogue rather than storing up problems. Thorough preparation is emphasized, such as knowing policies, evidence, and possible outcomes before meetings.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
The document discusses small talk and icebreakers. It provides perspectives on small talk from different sources that both support and criticize small talk. It then discusses icebreakers and provides the acronym FORD as a helpful way to remember good topics for conversations: Family, Occupation, Recreation, and Dreams. The document asks questions about each letter of FORD and provides examples of how to show interest in others or change the subject respectfully during conversations.
Leadership Principles for Difficult ConversationsRhett Laubach
The document outlines principles for having difficult conversations as a leader. It provides examples of difficult conversations, such as explaining why someone did not get a promotion or confronting unacceptable behavior. It then describes 5 principles for difficult conversations: put others first, don't delay difficult conversations, take an adaptive approach, find common ground to build from, and let goals and values guide the discussion. The principles advise focusing on behavior, being prepared, and seeking win-win outcomes through understanding different perspectives.
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
How To Manage A Difficult Conversation At Work - Task 3812guest0d9001c
The document discusses how to manage difficult conversations at work. It provides tips for having productive difficult conversations, such as keeping the conversation private, stating the purpose and desired outcome, listening and paraphrasing, using "I" and "and" instead of accusatory language, being direct but not judgmental, preparing for negative reactions, involving the other person in solutions, and thanking them. The overall message is that difficult conversations are an opportunity to turn something negative into something positive.
The document outlines the key learning objectives of a course on dealing with difficult people. Participants will learn to recognize behavioral traits, determine appropriate actions, confront people when needed, apply preventative strategies, explain what conflict is, and use resolution techniques. It discusses different types of difficult behaviors and personalities, including hostile, aggressive, complainers, quiet, super agreeable, negative, and know-it-alls. The document provides strategies for dealing with difficult people by focusing on changing one's own approach rather than trying to change the other person or situation.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
This document discusses assertiveness and communication styles. It defines assertiveness as standing up for personal rights while expressing thoughts, feelings, and beliefs in direct and honest ways. Aggressive communication ignores others' feelings, passive communication means not expressing one's wants or needs, and assertive communication respects all parties' rights. The document provides tips for assertive communication, including fogging to agree with truths in criticism, and using a "stuck record" technique to calmly repeat requests. It emphasizes expressing oneself honestly while respecting others.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Out of four Style of communication or behavioral choice viz Direct Aggression(bossy , arrogant , bulldozing , intolerant ,opionated ,overbearing),Indirect Aggression(sarcastic , deceiving , ambiguous ,insinuating ,manipulative ,guilt inducing),Submissive( Wailing , moaning , helpless , passive ,indecisive , apologetic),Assertive(direct ,honest, accepting , responsible ,spontaneous ) recognizes our right, respect right of others, ensures responsibility for ourselves and our action without judging or blaming other people and finally enables les us to Constructively confront and find mutually satisfying solution if conflict exist
The document discusses strategies for having difficult conversations when emotions are strong. It defines a difficult conversation as one where there are differing views, strong feelings, and high stakes. It describes how emotions can hijack thinking and prevent listening or problem solving. The strategies presented include recognizing when emotions have taken over, stopping to reflect on needs and interests, restoring a sense of safety, and adopting a mutual learning mindset focused on understanding rather than unilateral control.
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic.
More at: http://www.managers.org.uk/difficultconversations
Assertiveness describes someone who behaves confidently and stands up for their beliefs without violating others' rights or being aggressive. Some people avoid being assertive due to fear of displeasing others or not being liked. There are different types of assertion including basic, empathic, and escalating assertion. Being assertive is important to avoid problems like depression, resentment, and frustration. People have the right to be treated with respect and to express themselves while also having their wants and priorities respected. Becoming more assertive involves realizing one's rights, learning how to assert in different situations, practicing responses, and trying it in real life.
This document provides guidance on having difficult conversations effectively and respectfully. It emphasizes getting clear on the key issues and one's own perspective, considering the other person's viewpoint, and focusing on understanding each other and resolving conflicts together through open-ended questions, active listening, and validating each other's perspectives rather than blaming. The goal is to have a respectful discussion and work toward an mutually agreeable outcome.
The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
The document discusses strategies for dealing with ten different types of difficult people: the Tank, the Know-It-All, the Whiner, the Sniper, the Think They Know It All, the Maybe Person, the Grenade, the Yes Person, the Nothing Person, and the No Person. For each type of difficult person, the document provides tips on how to communicate effectively with them and turn potential conflicts into cooperation. The conclusion states that while we can't change difficult people, we can communicate with them in a way that influences them to change their own behavior for the better.
This document provides guidance on handling difficult conversations in 3 sentences or less. It discusses how to have difficult conversations using the framework of Nonviolent Communication (NVC), which involves making observations, identifying feelings and needs, and making specific requests. Examples are provided to demonstrate how to apply the NVC approach to common difficult situations. Resources for further learning about NVC and difficult conversations are also listed.
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
Dealing with difficult people is only as stressful as you allow it to be. By discovering what makes them difficult we start understanding how to deal with them
Empathic Parenting - A Skills-Building Workshop Natasha Ufema
This document discusses the importance of empathy and listening skills for parents. It begins by explaining how mammals have evolved to rely on empathy and communication to meet basic needs. Empathy is defined as understanding another's feelings rather than just feeling sympathy. The rest of the document provides tips for empathetic listening with examples of how children and dogs signal discomfort through body language and behaviors before escalating to more aggressive actions if not listened to. Empathic listening is presented as a way for parents to understand their children's perspectives and avoid behavioral issues.
Raising the subject of justice or highlighting the injustice, takes courage. How do we challenge someone or your organisation without creating conflict and in a way that means you make allies not enemies?
A concrete approach to having the most discussions well.
This document discusses developing assertiveness, including defining passive, aggressive, and assertive behaviors. It emphasizes that assertiveness is an important life skill and covers techniques for handling criticism in general and against ideas specifically, such as fogging and negative inquiry. The document concludes with a role play exercise and notes that behaving assertively improves self-esteem and leads to being more valued and respected.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
This document provides an overview of a course on critical thinking and decision making. It introduces course objectives, assignments, and key topics that will be covered such as critical thinking skills, decision making processes, identifying assumptions and biases, and overcoming barriers to effective thinking. The document outlines phases of critical thinking and questions students should ask themselves to evaluate arguments and make well-reasoned decisions.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
The document outlines the key learning objectives of a course on dealing with difficult people. Participants will learn to recognize behavioral traits, determine appropriate actions, confront people when needed, apply preventative strategies, explain what conflict is, and use resolution techniques. It discusses different types of difficult behaviors and personalities, including hostile, aggressive, complainers, quiet, super agreeable, negative, and know-it-alls. The document provides strategies for dealing with difficult people by focusing on changing one's own approach rather than trying to change the other person or situation.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
This document discusses assertiveness and communication styles. It defines assertiveness as standing up for personal rights while expressing thoughts, feelings, and beliefs in direct and honest ways. Aggressive communication ignores others' feelings, passive communication means not expressing one's wants or needs, and assertive communication respects all parties' rights. The document provides tips for assertive communication, including fogging to agree with truths in criticism, and using a "stuck record" technique to calmly repeat requests. It emphasizes expressing oneself honestly while respecting others.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Out of four Style of communication or behavioral choice viz Direct Aggression(bossy , arrogant , bulldozing , intolerant ,opionated ,overbearing),Indirect Aggression(sarcastic , deceiving , ambiguous ,insinuating ,manipulative ,guilt inducing),Submissive( Wailing , moaning , helpless , passive ,indecisive , apologetic),Assertive(direct ,honest, accepting , responsible ,spontaneous ) recognizes our right, respect right of others, ensures responsibility for ourselves and our action without judging or blaming other people and finally enables les us to Constructively confront and find mutually satisfying solution if conflict exist
The document discusses strategies for having difficult conversations when emotions are strong. It defines a difficult conversation as one where there are differing views, strong feelings, and high stakes. It describes how emotions can hijack thinking and prevent listening or problem solving. The strategies presented include recognizing when emotions have taken over, stopping to reflect on needs and interests, restoring a sense of safety, and adopting a mutual learning mindset focused on understanding rather than unilateral control.
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic.
More at: http://www.managers.org.uk/difficultconversations
Assertiveness describes someone who behaves confidently and stands up for their beliefs without violating others' rights or being aggressive. Some people avoid being assertive due to fear of displeasing others or not being liked. There are different types of assertion including basic, empathic, and escalating assertion. Being assertive is important to avoid problems like depression, resentment, and frustration. People have the right to be treated with respect and to express themselves while also having their wants and priorities respected. Becoming more assertive involves realizing one's rights, learning how to assert in different situations, practicing responses, and trying it in real life.
This document provides guidance on having difficult conversations effectively and respectfully. It emphasizes getting clear on the key issues and one's own perspective, considering the other person's viewpoint, and focusing on understanding each other and resolving conflicts together through open-ended questions, active listening, and validating each other's perspectives rather than blaming. The goal is to have a respectful discussion and work toward an mutually agreeable outcome.
The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
The document discusses strategies for dealing with ten different types of difficult people: the Tank, the Know-It-All, the Whiner, the Sniper, the Think They Know It All, the Maybe Person, the Grenade, the Yes Person, the Nothing Person, and the No Person. For each type of difficult person, the document provides tips on how to communicate effectively with them and turn potential conflicts into cooperation. The conclusion states that while we can't change difficult people, we can communicate with them in a way that influences them to change their own behavior for the better.
This document provides guidance on handling difficult conversations in 3 sentences or less. It discusses how to have difficult conversations using the framework of Nonviolent Communication (NVC), which involves making observations, identifying feelings and needs, and making specific requests. Examples are provided to demonstrate how to apply the NVC approach to common difficult situations. Resources for further learning about NVC and difficult conversations are also listed.
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
Dealing with difficult people is only as stressful as you allow it to be. By discovering what makes them difficult we start understanding how to deal with them
Empathic Parenting - A Skills-Building Workshop Natasha Ufema
This document discusses the importance of empathy and listening skills for parents. It begins by explaining how mammals have evolved to rely on empathy and communication to meet basic needs. Empathy is defined as understanding another's feelings rather than just feeling sympathy. The rest of the document provides tips for empathetic listening with examples of how children and dogs signal discomfort through body language and behaviors before escalating to more aggressive actions if not listened to. Empathic listening is presented as a way for parents to understand their children's perspectives and avoid behavioral issues.
Raising the subject of justice or highlighting the injustice, takes courage. How do we challenge someone or your organisation without creating conflict and in a way that means you make allies not enemies?
A concrete approach to having the most discussions well.
This document discusses developing assertiveness, including defining passive, aggressive, and assertive behaviors. It emphasizes that assertiveness is an important life skill and covers techniques for handling criticism in general and against ideas specifically, such as fogging and negative inquiry. The document concludes with a role play exercise and notes that behaving assertively improves self-esteem and leads to being more valued and respected.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
This document provides an overview of a course on critical thinking and decision making. It introduces course objectives, assignments, and key topics that will be covered such as critical thinking skills, decision making processes, identifying assumptions and biases, and overcoming barriers to effective thinking. The document outlines phases of critical thinking and questions students should ask themselves to evaluate arguments and make well-reasoned decisions.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
This document provides guidance on having difficult conversations by discussing how to make such conversations safe and productive. It notes that crucial conversations are discussions where stakes are high, opinions vary, and emotions run strong. Such conversations often go poorly due to factors like biology, surprise, confusion, and self-defeating behavior. The document outlines how to start with the right motives by focusing on what you and others really want, rather than protective behaviors. It also discusses how to notice when safety is at risk by looking for signs of silence or violence in conversations. Specific tactics are provided for rebuilding mutual purpose and mutual respect to make conversations safe, including apologizing, contrasting to repair misunderstandings, and using C.R.I.B. to
Tackling Tough Conversations Sharon Jones October 2014Sharon Jones
Sharon Jones has trained thousands of people in conflict management and communication skills. She realized through her training that most people can recognize when a tough conversation is needed, such as changes in employee behavior or increased stress, but prefer to avoid it. Her document discusses what makes tough conversations difficult, including assumptions and negative emotions wired in our brains. It provides examples of how unchecked negative behaviors at work can spread if not addressed, and emphasizes developing self-awareness to have tough conversations constructively.
How to Have Difficult Conversations: Notes Nov 2015Dana Asbury
Slide notes from HFTN webinar "How to Have Difficult Conversations," complete with some additional context, talking points, and links to other resources.
This document outlines an agenda and activities for a training session on initiating difficult conversations. The session aims to help participants identify effective strategies for difficult conversations, reflect on how they have handled such conversations, and reconcile beliefs about efficacy with an open mindset. The agenda includes discussing common pitfalls, roleplaying scenarios, and preparing for a real difficult conversation. Participants will practice skills like preparing purposefully, exploring all perspectives, and problem-solving.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
Know and avoid the biggest mistake in difficult conversations 181114Sonia Gill
The single biggest reason a difficult conversation fails is because we don’t clearly tell the other person what the problem is. In this webinar Sonia Gill will be sharing how you can get clear on the issue and say it so that you can create the positive change that is needed.
Crucial Conversations: Effective Communication When It Matters MostInnoTech
This document outlines strategies for effective communication during crucial conversations. It discusses how silence and violence can destroy crucial conversations and notes that true confidence involves speaking one's voice while making space for others. It presents a framework for crucial conversations that involves searching for "AND" solutions rather than "either/or" options, using emotions as data rather than fuel, and following a respect roadmap that maintains respect throughout the discussion. The goal is to have conversations where all voices are heard and relationships and goals are maintained.
El documento describe los principales componentes de un computador, incluyendo la unidad aritmética lógica, la memoria, la unidad de control, las unidades de entrada y salida como el teclado, ratón, impresora e impresora. También describe otros componentes internos como el procesador, disco duro y altavoces, así como periféricos externos como el monitor.
Las principales religiones del mundo incluyen el catolicismo, el islam, el budismo y el judaísmo, representados por la Catedral de San Pedro, la Mezquita de Santa Sofía, monjes budistas y la Estrella de David respectivamente.
Este documento anuncia un seminario de entrenamiento vocacional de obreros de la Iglesia de Cristo que se llevará a cabo los días 2 y 3 de marzo. El instructor será Pedro Sánchez y los temas incluirán la predicación y fijar los ojos en Cristo.
Este documento describe las actividades del Grupo de Helsinki sobre mujeres y ciencia, el cual fue establecido por la Comisión Europea para promover el debate y el intercambio de experiencias sobre políticas para fomentar la participación de las mujeres en las carreras científicas. El grupo ha identificado diversas barreras y desafíos para las mujeres en la ciencia, así como varias medidas implementadas por los países miembros, como apoyo a redes de mujeres científicas y esfuerzos para lograr un mejor equilibrio entre la vida laboral y personal.
Para ser un buen traductor de películas, hay que tener en cuenta que la principal diferencia entre ésta y otras disciplinas es que se debe traducir un texto que será hablado. El traductor debe visionar la película con el guión, marcar cuándo la boca del personaje está o no en pantalla, y realizar la traducción en un procesador de texto para el director de doblaje. La subtitulación consta de cinco pasos e implica dividir equitativamente las líneas y cambiar de subtítulo en cada cambio de plano.
El proyecto de ley SOPA buscaba extender los poderes del Departamento de Justicia de EE.UU. y ampliar las capacidades de los propietarios de derechos intelectuales para combatir la piratería en línea, aunque también se argumentaba que podría afectar la libertad de expresión y la innovación tecnológica. Finalmente, la propuesta no fue aprobada.
The document discusses difficult conversations in the workplace. It provides tips for having constructive difficult conversations, including developing perspective, being aware of your state, always having the conversation, taking responsibility for your perceptions and feelings, creating team rules, finding new ways to address issues, making process reviews regular, asking for help from a third party, and staying adaptable. The overall message is that difficult conversations will define businesses and addressing issues directly can help avoid common startup failures.
The document provides a literature review on online grocery shopping. It discusses how online grocery shopping is representing a paradigm shift in consumer buying behavior in India. The grocery segment in India is large and online grocery shopping provides several benefits over traditional in-store shopping, such as convenience and time savings. However, online grocery shopping also faces some challenges in India, such as concerns over food quality and delivery issues. The review examines previous research that has studied this emerging trend of online grocery shopping in India and how it is changing consumer grocery shopping habits.
How To Write A Satirical Essay. How to write good satire. 40 Best Satire Top...Heidi Andrews
How to Write a Satire Essay: Tips & Examples | HandmadeWriting. Satire Essay Topics List (Funn & Easy) for school: Examples, Ideas .... Satirical Essay. 021 Essay Example Satire ~ Thatsnotus. 008 Topics Write Satirical Essay ~ Thatsnotus. College Essay: Satirical essay ideas. How To Write A Satire Essay: Learn The Right Techniques To Cope With It. Excellent Satire Essay Examples ~ Thatsnotus. How To Write Satire Analysis Essay - UNUGTP News. Satire writing help! Is Fitzgerald Writing a Love Story or a Satire?. English IV--Satire Essay: A Modest Proposal. Step-by-step Guide On Writing Satirical Essays - EssayMin. 004 Essay Example Satire Good Examples Of Essays Topics ~ Thatsnotus. Satirical Writing - GCSE English - Marked by Teachers.com. How To Write A Good Satire Story - Adams Author. Calaméo - Satire Essay Example: Excellent and Useful Tips for Students. Satire Essay | Year 12 HSC - English (Standard) | Thinkswap. New Satire Essay Examples On Bullying Full - Essay. College Essay: Writing a satirical essay. Essay websites: Example of satirical essay.
This document provides an introduction to the book Chicken Soup for the Soul. It encourages the reader to slow down and fully engage with each story, allowing it to touch them personally. It discusses how different stories may resonate or have meaning in different ways for different readers. The introduction emphasizes taking time to digest and apply the lessons from each story. It also notes that many stories are told in the original sources' own words.
This document provides an introduction to the book Chicken Soup for the Soul. It encourages the reader to slow down and fully engage with each story, allowing it to touch them personally. It explains that the stories represent thousands of hours of work selecting the "best of the best" from the authors' experiences. The introduction concludes by stating the authors hope readers will enjoy the book as much as they enjoyed compiling it.
The document provides instructions for requesting and obtaining writing assistance from HelpWriting.net. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions to ensure satisfaction, with a full refund option for plagiarized work. The process aims to match clients with qualified writers and provide original, high-quality content through revisions.
First Generation College Student Essay. Online assignment writing service.Sasha Jones
The short story "The Yellow Wallpaper" by Charlotte Perkins Gilman explores the narrator's mental decline and descent into madness. The narrator is confined to an upstairs bedroom and forbidden from working by her physician husband, who believes that complete rest is the best treatment for her "temporary nervous depression." Over time, the wallpaper in her room begins to take on strange patterns that consume her thoughts, and she becomes obsessed with escaping the room and the house. The story highlights the inadequate treatment of mental health issues, especially in women, during Gilman's time in the late 19th century.
Suffolk Community College Honors Program EssayMelanie Dunkel
This document discusses some techniques that can improve network and web security in the short term. It suggests disabling compression at the HTTPS and HTTP levels to prevent CRIME and BREACH attacks. It also recommends bolstering security by hiring former attackers to identify weaknesses. Strengthening LAN router security and protecting the integrity of browsers from malicious JavaScript are also presented as ways to increase protection for web servers and clients.
This article discusses the author's experience while their mother was away for three months studying abroad. In the first month, the author struggled with sadness and responsibility for taking care of the home and family. However, over time the author became more independent and responsible, learning how difficult being a mother can be. The author encourages readers to appreciate their mothers for all their hard work and sacrifices.
Chinese Cinderella Essay Topics. Online assignment writing service.Heather Hughes
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The document contains a portfolio by Darren Dexter P. de Chavez that includes an autobiography, values ranking, reading log, and other works. In his autobiography, he describes himself as an adventurous person who likes exploring nature and becoming independent. He hopes to have a successful career as an engineering professional in another country someday. His values ranking prioritizes family, love, and money as most important. The portfolio is dedicated to his parents, teacher, and God for their support and encouragement.
Hosts Mark Patey and Jeremiah Johnson try to be serious, and fail; yet somehow they manage to relate rusty tools to life and ADHD. A caller from Africa requests help with ADD and ADHD within a culture that doesn't accept it seriously. Then, Placebos and their place, or not, within the ADHD world. Finally, for the "Uneducated" segment, our heroes tackle "The Calm Before the Storm".
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The letter is from a college student writing to their mother. It discusses their mother's career as an ER nurse, noting she saves lives but prefers telling funny stories from work. It also mentions their different interests, with the mother enjoying sports while the writer finds them tiring. The main point of the letter is for the writer to tell their mother why she is their role model, listing reasons like her career, friends, independence, and family. The writer struggles to express sentiment but decides to use a bullet list to convey their admiration for their mother.
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Similar to Difficult Conversations RA Training Winter 2017 (17)
2. OVERVIEW
1. Examples of a Difficult Conversation
2. Define the components of a Difficult Conversation
3. Strategies for approaching these conversations
differently
4. Think Pair Share time
5. Wrap Up
4. WHAT DO YOU DO ABOUT IT?
• Do you ask your neighbors to do something?
• What does that mean about you as a person if you
ask them?
• How would you even tell them? Are they still going
to like you?
• Why haven’t they heard it and stopped their dog?
5. SUGAR COATING DOESN’T HELP!
• No matter how much you sugar coat and cover with glitter
your hard and fast message about what the other person is
doing wrong, or needs to fix, there is no way its not going to
explode in the end – either on them, or on you if you just
keep the feelings and thoughts to yourself.
• YOU GOTTA TALK ABOUT IT!
6. THE ROSS AND VANESSA STORY
•Ross Logan and Vanessa Van Dyke are Area
Directors at different schools. Ross Logan works
at East University, and Vanessa works at West
University.
•Ross and Vanessa went to grad school together
at North University, and are great friends and
colleagues, and have maintained their close
friendship over the last 5 years.
7. THE ROSS AND VANESSA STORY
• One fine day – Ross calls Vanessa to ask for her help
on an upcoming project that Ross has due the next
day. Ross is in a tight pinch, and needs Vanessa’s help
in creating a presentation for RA Training. Ross has
reached out for help with these kinds of projects
before, and although Ross didn’t always think Vanessa
did a great job on presentations, Ross was in a tight
pinch and knew Vanessa would help out and provide
a good presentation for Ross to use the next day in
RA Training.
8. THE ROSS AND VANESSA STORY
• Vanessa was happy to help. Vanessa considered Ross a good
friend and they had a good history of helping each other out.
Vanessa also had a heavy workload on her plate, but Ross
clearly sounded distressed and Vanessa wanted to be able to
help Ross out and be a good friend. Vanessa decided to help
Ross with his presentation, and ended up cancelling her
dinner plans with her husband and worked until one in the
morning to get the presentation done.
• The next morning Ross looks at the PowerPoint presentation
that Vanessa sent and gives her a call:
9. THE WHAT HAPPENED CONVERSATION
• Who is right?
• Who meant what?
• Who is to blame?
10. WELL, IM RIGHT AND YOU’RE WRONG.• Aka the Truth Assumption.
Im right that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that your Mom’s cupcakes are
terrible.
Im right that everyone at UM drinks alcohol all the time.
Im right that we should leave the AC on at night.
11. WELL, IM RIGHT AND YOU’RE WRONG.• Aka the Truth Assumption.
Im right that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that your Mom’s cupcakes are
terrible.
Im right that everyone at UM drinks alcohol all the time.
Im right that we should leave the AC on at night.
Im right that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
m right that your Mom’s cupcakes are
errible.
Im right that everyone at UM drinks alcohol all the time.
m right that we should leave the AC on at night.
Im right that Im smarter than you.
Im right that you drive to
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor o
me.
Im right that you should live on
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that your Mom’s cupcakes are
terrible.
Im right that everyone at UM drinks alco
Im right that we should leave the AC on at night.
ght that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
ght that you should have been documented for
e.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that everyone at UM drinks alcohol all the time.
hat we should leave the AC on at night.
Im right that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that your Mom’s cupcakes are
Im right that everyone at UM drinks alcohol all the tim
Im right that we should leave the AC on at night.
Im right that Im smarter than you.
Im right that you drive too
fast.
Im right that you were inappropriate at Thanksgiving.
Im right that the contractor overcharged
me.
Im right that you should live on campus.
Im right that you should have been documented for
noise.
Im right that this is the better Publix.
Im right that Macs are better than
PCs
Im right that your Mom’s cupcakes are
terrible.
Im right that everyone at UM drinks alcohol all the time.
Im right that we should leave the AC on at night.
What Im
RIGHT
ABOUT
12. THE WHAT HAPPENED CONVERSATION
• The Truth Assumption
• What were their intentions?
– We assumed we know the intentions of others just like we assume someone’s
invisible parts to their identity.
– We think we know them, but in fact, we do not. And those assumptions get us in
trouble.
• BUT who is to blame?
– Vanessa said she would do the PowerPoint for me. She did it wrong. Its her fault.
100%
– When two small children fight in the back seat, both will be eager to claim the
other started it.
– But does it matter?
13. THE FEELING CONVERSATION
• AN opera without music
• Difficult conversations do not just involve feelings, at their core they are
ABOUT feelings. They are an integral part of the conflict and thus need to be
considered in the outcome.
• Vanessa feels mistreated and underappreciated after I yelled at her, but she
never actually stated it during the conversation. But she will still retain those
feelings long after the conversation is over. Feelings and conversations have to
stay paired during a difficult conversation to understand the whole picture.
• Engaging in difficult conversations without talking about feelings may save you
from anxiety and may be more efficient, but if feelings are the issue, what are
you addressing if you don’t talk about them?
14. THE IDENTITY CONVERSATION
• Im just trying to ask my boss for a raise
• Im just trying to tell the neighbors to quiet their dog
• Im just trying to tell my residents they are being too loud
• But inevitably, the conversations is always about YOU. It will always
involve your identity, and you will always be grappling with the fallout of
how the message is perceived and if you are rejected or not, or if it
causes feelings.
• And who is right and wrong and it wouldn’t be a difficult conversation if
your feelings weren’t actually entangled in it. That’s WHAT MAKES IT
DIFFICULT.!
15. THE LEARNING CONVERSATIONA Battle of Messages A Learning Conversation
The “What
Happened?”
Conversation
Challenge:
The situation is
more complex
than either
person can see.
Assumption: I know all I need to
know to understand what happened.
Goal: Persuade them I’m right.
Assumption: Each of us is bringing different
information and perceptions to the table; there
are likely to be important things that each of us
doesn’t know.
Goal: Explore each other’s stories: how we
understand the situation and why.
Assumption: I know what they
intended.
Goal: Let them know what they did
was wrong.
Assumption: I know what I intended, and the
impact their actions had on me. I don’t and can’t
know what’s in their head.
Goal: Share the impact on me, and find out what
they were thinking. Also find out what impact I’m
having on them.
Assumption: It’s all their fault. (Or it’s all
my fault.)
Goal: Get them to admit blame and take
responsibility for making amends.
Assumption: We have probably both contributed
to this mess.
Goal: Understand the contribution system: how
our actions interact to produce this result.
16. THE LEARNING CONVERSATION
A Battle of Messages A Learning Conversation
The Feelings
Conversation
Challenge:
The situation
is emotionally
charged.
Assumption: Feelings are irrelevant
and wouldn’t be helpful to share.
(Or, my feelings are their fault and
they need to hear about them.)
Goal: Avoid talking about feelings.
(Or, let ’em have it!)
Assumption: Feelings are the heart of the
situation. Feelings are usually complex. I may
have to dig a bit to understand my feelings.
Goal: Address feelings (mine and theirs)
without judgments or attributions.
Acknowledge feelings before problem
solving.
The Identity
Conversation
Challenge:
The situation
threatens our
identity.
Assumption: I’m competent or
incompetent, good or bad, lovable
or unlovable. There is no in-between.
Goal: Protect my all-or-nothing self-
image.
Assumption: There may be a lot at stake
psychologically for both of us. Each of us is
complex, neither of us is perfect.
Goal: Understand the identity issues on the
line for each of us. Build a more complex self-
image to maintain my balance better.
17. THE LEARNING CONVERSATION
INSTEAD of trying to persuade others to your point of
view, suddenly the conversations shifts to one of
learning and seeking to understanding the other
person’s point of view and finding a away to educate
and share your own.
– easy to understand, difficult to master!
18. THE LENS THROUGH WHICH WE
EACH SEE WESTWORLD
• Westworld
• Virtual Reality
• Fake News
19. THINK PAIR SHARE
• Work with your group to think through your assigned
example. Talk out how this conversation would go. Map out
the three conversations for each person, both you and what
you imagine the other person’s answers would be.
• The “What Happened” Conversation
• The Feelings Conversation
• The Identity Conversation
20. SCENARIO 1
Group Project – one of your group project members isn’t
pulling their weight, and no one else in the group wants to say
anything, they just want to get the project over with and not let
their grade suffer. They are concerned if they say something
that person will hamper their effort more. They are just glad to
avoid the conflict and work with what minimal effort this
person is providing. You are not. You decide you need to talk
with him. You failed your last test. You need a good grade on
this group project.
21. SCENARIO 2
Social Media conflict – Your friend posted
something you don’t agree with and you are
pretty sure its about you. They don’t mention you
by name but you still want to address it as the
comments feel hurtful and offensive.
22. SCENARIO 3
Family conflict - You are telling your family
you want to change majors, and they have
already expressed to you that if you chose
to do this, they would not be happy about
it.
23. HOW DO YOU USE THIS
INFORMATION FROM HERE?
• What are the takeaways – where as an RA do these conversation tools apply?
• With residents?
• OS?
• A/AD?
• Peers?