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	<title>Jeff Magnusson &#187; StartupReading</title>
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	<description>I will not be using the word &#34;musings&#34; in my subtitle.</description>
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		<title>Startup Reading &#8211; Do better in stressful conversations</title>
		<link>http://jeffmagnusson.com/2010/05/startup-reading-stressful-conversations/</link>
		<comments>http://jeffmagnusson.com/2010/05/startup-reading-stressful-conversations/#comments</comments>
		<pubDate>Fri, 28 May 2010 16:44:42 +0000</pubDate>
		<dc:creator>Jeff</dc:creator>
				<category><![CDATA[MBA Bits]]></category>
		<category><![CDATA[learn]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[mba]]></category>
		<category><![CDATA[StartupReading]]></category>

		<guid isPermaLink="false">http://jeffmagnusson.com/?p=176</guid>
		<description><![CDATA[
			
				
			
		
Startup Reading is an ongoing reading list of articles and resources that I think will be of great value to startups and entrepreneurs.

Taking The Stress Out of Stressful Conversations
full PDF $6.50 from HBR

There are three common patterns of stressful conversations in this article, and I&#8217;ve had the pleasure of experiencing each of them, almost exactly [...]]]></description>
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<p><em>Startup Reading is an ongoing reading list of articles and resources that I think will be of great value to startups and entrepreneurs.</em></p>
<p><a href="http://hbr.org/product/taking-the-stress-out-of-stressful-conversations-h/an/9403-PDF-ENG"><img class="alignleft" src="http://hbr.org/products/9403-PDF-ENG/thumbnail/thumbnail.gif" alt="" width="100" height="128" /></a></p>
<p><a href="http://hbr.org/product/taking-the-stress-out-of-stressful-conversations-h/an/9403-PDF-ENG" target="_blank">Taking The Stress Out of Stressful Conversations</p>
<p>full PDF $6.50 from HBR</p>
<p></a></p>
<p>There are three common patterns of stressful conversations in this article, and I&#8217;ve had the pleasure of experiencing each of them, almost exactly as they play out in the examples.  Stressful conversations aren&#8217;t something that can be avoided, but in fact are probably some of the most important conversations you will ever have with your co-workers, partners or employees.  The times when emotions are running high and important information needs to be heard are critical make-or-break moments for your relationships and, over time, your company.</p>
<p>Luckily, there are a few key findings from behavioral research that give us tools to use when preparing for a stressful conversation or managing one that&#8217;s gone seriously sideways.  The situations and tactics are well described in the article, but a few brief extractions are:</p>
<p>- Disarm by acknowledging responsibility for your part of a problem, even if it&#8217;s in the form of &#8220;I feel like I&#8217;ve let you down by not bringing this up in the past, because I value our relationship and your contributions here, but we need to rectify this issue&#8230;&#8221;</p>
<p>- Disarm by restating your intentions &#8211; often people hear something completely different from your intentions, so it&#8217;s not necessary to give ground but instead work to clarify what you really mean: &#8220;I can see how you took that from what I said.  That wasn&#8217;t what I meant though, so let&#8217;s go through this again.&#8221; &#8211; Don&#8217;t argue with them about their perceptions, instead <strong>take the responsibility for aligning your words with your intentions</strong>.</p>
<p>- Fight tactics, not people.  Some people use aggressive &#8220;thwarting&#8221; tactics that prevent you from making your points.  The best way to neutralize a tactic like this is to name it, as people are generally not comfortable raising the bar and continuing to be aggressive once it&#8217;s out in the open.</p>
<p>A worthwhile read, that pretty much anyone can use to improve their conversational abilities where it&#8217;ll do the most good.</p>
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