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Crucial Conversations Tools for Talking When Stakes Are High Playaway Adult Nonfiction specifications:

Crucial Conversations: Tools for Talking When Stakes Are High (Playaway Adult Nonfiction) (Preloaded Digital Audio Player) Description:

Crucial Conversations: Tools for Talking When Stakes Are High (Playaway Adult Nonfiction) (Preloaded Digital Audio Player) Reviews:

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152 of 152 people found the following review helpful:

5.0 out of five stars
Tools for tough times,
November 7, 2009

By&nbsp,Michael Dawson See all my reviews
REAL NAME
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This review is from: Crucial Conversations: Tools for Talking When Stakes are High Paperback

I think the expertise taught in Crucial Conversations are pertinent to everyone who needs to communicate better, and the light hearted, engaging tone the authors use gets their points across obviously. By breaking down the tactful steps that must be taken along the way to a successful dialogue, the authors help us to develop better strategies for to get what we want.

We all face situations in life where things are tense and saying the right things is important. This is what the authors call a “crucial conversation,” as opposed to a informal discussion. Crucial conversations happen between two or more people when opinions differ, stakes are high, and emotions run strong. If you’re approaching a boss who is breaking his or her own policies, giving feedback on a colleague’s work, or talking to a team member who is not keeping obligations, keeping the conversation productive may be hard.

The major technique the authors teach is the skill of dialogue. This is the free flow of meaning between two or more people. People who use this technique are able to find a way to get all relevant info from themselves and others out in the open and make it safe for everyone to add their meaning to the shared pool. These people attempt hard to ensure that all ideas find their way into the forum, and as this “pool of shared meaning” grows, it assists people by exposing them to more correct and relevant info so they can make better decisions.

The book also offers a series of tools for understanding how we think about and prepare for problem situations. They posit that people must learn the expertise of talking, listening and acting together, and must remember that successful dialogue, “Starts with heart.” They propose you begin risky discussions with the right motives, , then stay focused no matter what happens by knowing what you want. Never lose sight of the fact that the only person you may be able to directly control is yourself. To stay focused on what you really want, pay attention to your motives whenever you find yourself moving toward silence or violence. Clarifying what you do not want will assist you find healthy alternatives to bring you to dialogue.

Since dialogue calls for a free flow of meaning, fear can kill the flow of meaning. Most of the book is focused on watching for negative emotions, like fear, that can derail a conversation. Since the book is about recognizing and navigating crucial conversations, it does not do much to assist you learn to manage your emotions and the emotions of other people to keep a conversation on track.

I just came across a new book that teaches you how to manage your emotions, also as read and manage other people’s emotions, and it is the perfect friend to CC. It is called: Emotional Intelligence 2.0

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60 of 75 people found the following review helpful:

5.0 out of five stars
Insightful, practical, engaging an exceptional book!,
May 6, 2003

By A Customer

This review is from: Crucial Conversations: Tools for Talking When Stakes are High Paperback

When I acquired a copy of Crucial Conversations, I had high expectations of this book having read the authors’ remaining earlier work, The complementary Act. I must say I was not disappointed, in fact, I has been delighted! Crucial Conversations is an very insightful and practical book. Indeed, it’s a rare mix to find a book that holds profound ideas also as gives actionable tools and Crucial Conversations delivers both.The book addresses a subject that’s mainly misunderstood and very underestimated: high stakes dialogue. The authors define crucial conversations as those where 1 stakes are high, 2 opinions differ, and 3 emotions run strong, or in other words, most of both our professional and personal lives. We are all involved in crucial conversations at home and at work but most of us aren’t aware of the interpersonal dynamics at play or we are unskilled in how to react differently. The book helps the reader 1st understand the rules involved in &quot,crucial conversations&quot, but then also helps the reader develop real expertise and abilities to decide or change their communication patterns. The result is extraordinary. The book’s affect is a much larger idea than simple communication it’s all about efficient human interaction and to get results with and through people.The book is greatly readable, very engaging and really quite fun. It’s filled with illustrations and stories from all walks of life: business examples, personal examples and family examples. The fact that the rules and expertise the authors teach may be applied in all dimensions of life work, home, personal is appealing to me and made the book very useful on many fronts.I profited most from this book from a business standpoint and have found that applying these expertise has made a real difference at work. I am more courageous and more thoughtful simultaneously. I understand people better but I particularly understand myself better. I am far more conscious and aware of my dialogue with others and I have largely improved my expertise and abilities to lead effectively. The bottom line is, I am helping my company get better results and I am far more efficient personally. If more people in business were to apply these rules and expertise in the recurrent crucial conversations they have at work, they could make better decisions, accomplish better results and do it all in a way that could build the trust and strengthen relationships. I could not give a book higher marks. Outstanding!

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208 of 275 people found the following review helpful:

5.0 out of five stars
This Book is needed READING for my Company!,
June 26, 2002

By&nbsp,Timothy V. Stay Provo, UT USA See all my reviews
REAL NAME
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This review is from: Crucial Conversations: Tools for Talking When Stakes are High Paperback

PAY THE money this book costs and avoid costly proceedings, improve your communication, better manage expectations, defuse pent up emotions, and let your company be more productive!I just finished Crucial Conversations and the 1st thing that I did as I laid down the book, was to log on to and order 30 copies to give to the managers inside my company. I’m the owner of my company of 600 employees and I’m constantly searching for improved ways to enhance communication among our staff and employees. I’m going to be sure that my HR team will include these rules into their training. As I read through this book, I found that so many of our issues inside the company could have been eliminated or diminished if we had embraced and utilized the tools laid out inside this book. I may have evaded a costly lawsuit if these rules had been utilized when we disciplined and sooner or later terminating an unproductive employee. The authors have mixed the humor of Dilbert, with the vision of Stephen Covey, with the practicality of consultants who have been down in the trenches of many of the biggest corporations in the US. It’s an easy and enjoyable read.I also found as I read the book that I kept thinking about how to use these tools to enhance the conversations in my personal life, with my wife and with my kids. I could like to see a second book that focused on Crucial Conversations at Home.

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16 Responses to “crucial conversations tools”

1. Jeffery P Says:
   May 1, 2009 at 6:55 pm

   Compare crucial conversations prices here or on ebay, is my best guess

2. Stephen78 Says:
   May 2, 2009 at 8:48 pm

   Well wholesale may have it cheaper than Frye Electronics or Walmart

3. Theodore S Says:
   May 3, 2009 at 10:30 pm

   It’s one of the better finance books out there. Good Pricing.

4. Albert K Says:
   May 4, 2009 at 7:49 pm

   Compare online prices, dont bother with store price

5. Martin E Says:
   May 5, 2009 at 11:29 pm

   Pros: Great product for the low price. Cons: Difficult to find in stock

6. Barton Says:
   May 6, 2009 at 5:19 pm

   wouldnt want to get this one refurbished haha

7. Matt Says:
   May 7, 2009 at 4:41 pm

   It has been reviewed everywhere, but i still couldnt find a coupon

8. Helen F. Says:
   May 8, 2009 at 1:44 pm

   Not a bad price and usually you can find it discounted in outlet stores.

9. Heather F. Says:
   May 9, 2009 at 11:52 pm

   Where can i find a coupon for crucial conversations tools valid in Baltimore

10. Manuela Says:
    May 10, 2009 at 4:13 pm

    Anyone know of a coupon for Seattle area?

11. Randall Z Says:
    May 11, 2009 at 5:50 pm

    Cant beat online deals for crucial conversations, plus free shipping at most stores over a certain amount

12. Amy P. Says:
    May 12, 2009 at 9:13 pm

    Check Amazon reviews

13. Hollis Says:
    May 13, 2009 at 6:23 pm

    Clearance prices aren’t much more discounted than this so may as well buy it now.

14. Harry D Says:
    May 14, 2009 at 3:31 pm

    It’s hard to find it on a discount or closeout sales

15. Samuel V Says:
    May 15, 2009 at 0:58 pm

    Bestbuy had it for sale

16. Stanley R Says:
    May 16, 2009 at 6:55 pm

    What is the warranty like?

Good to Great Why Some Companies Make the Leap and Others Dont Cong A dao A – in traditional Chinese- NOT in English specifications:

Good to Great: Why Some Companies Make the Leap and Others Don’t (‘Cong A dao A+’, in traditional Chinese, NOT in English) (Paperback) Description:

Good to Great: Why Some Companies Make the Leap and Others Don’t (‘Cong A dao A+’, in traditional Chinese, NOT in English) (Paperback) Reviews:

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108 of 116 people found the following review helpful:

5.0 out of five stars
A book for the ages! Excellent for managers and start ups,
October 23, 2001

By&nbsp,Dan E. Ross “Dan Ross” Frisco, Tx USA See all my reviews
REAL NAME
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This review is from: Good to Great: Why many businesses Make the Leap. And Others do not Hardcover

Jim Collins, co author of Built To Last, has done it again! This time he spent five years trying to learn what differentiates good businesses from great businesses. This study may be applied to entrepreneurial adventures and to current corporate America. After reading this book you may see your company from a much different perspective than in the past and it may have you thinking about the usefulness of senior managers inside your company. I believe it’s a book that business executives will read and keep useful for reference.This book is a study of businesses that surpass their business, the in general stock market and produce PHENOMENAL returns over a 15 year period 15 of them are “normal” years and the next 15 years are full of explosive growth. Many key points you’ll take away from this book include:1 Growth in most businesses came after years and years of trying to adapt / mold a idea into something the company really believed in. Once this happened the growth engine got going.
2 Great managers worry more about to get the right people on board and the wrong people off board BEFORE they establish a corporate stategy.
3 Most great CEOs came from inside their own ranks and were not recruited from the outside.
4 Executive reimbursement did not seem to be a key driver of corporate performance
5 The respective great businesses exceeded the in general stock market in creating shareholder value by at least 3x throughout their 15 year run calculated some for many more years. While many may say this isn’t much think about the steel business and how many are filing for bankruptcy. Nucor Steel still managed to defeat the S&amp,P by more than 3x.
6 The great businesses in this book blew away their comparable peer group. Wells Fargo and Bank of America, Kroger and other grocery chains, Walgreens and Eckerd, etc.
7 Collins describes a Level five leader. After reading this section I has been amazed at how many CEOs I recognized as not being Level five leaders. This may, soon, shake up executive reimbursement plans, CEO searches and possibly influence corporate administration.
8 Technology accelerated a shift but has been regarded as a tool. It did not define the company.
9 M&amp,A activity played virtually no role in going from good to great.That is all I’ll write about the book. I could write on and on about how good this book is. Read it. It’ll change the way you think about business. Other good books on the rules of business and entrepreneurship are Leading at the Speed of Growth by Catlin and Mathews and The 22 Immutable Laws of Marketing by Jack Trout and Al Ries.

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96 of 103 people found the following review helpful:

5.0 out of five stars
Good to Great + consistent best Thinking = Best,
April 20, 2004

By A Customer

This review is from: Good to Great: Why many businesses Make the Leap. And Others do not Hardcover

This book is a fascinating read! A study taken over five years began with twenty eight corporations and revealed eleven that had made the leap from Good to Great. From this study, I gained an instant understanding of the role of humility in management. The main ambition of great leaders is focused on the success of their company, not on themselves. Collins advocates the Hedgehog idea a mix of discovering what you may be best in the world at Optimal Thinking, what you’re passionate about, and what drives your economic engine. Collins states that sustained disciplined action is mainly achieved by &quot,fanatical adherence to the Hedgehog idea and the willingness to shun opportunities that fall outside the three circles.&quot, So my question is: How do you recognize the best? I recommend best Thinking: How To Be Your Best Self by Dr. Rosalene Glickman as an adjunct to this powerful book to offer the mental resource to recognize the best, optimize emotional and financial intelligence and create a corporate culture of optimization. From Good to Greatest to Best!&quot,

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455 of 508 people found the following review helpful:

4.0 out of five stars
Rare paths to very Increased Prosperity,
October 16, 2001

By&nbsp,Professor Donald Mitchell “Jesus Makes Me a P. Boston See all my reviews
TOP ten REVIEWER
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This review is from: Good to Great: Why many businesses Make the Leap. And Others do not Hardcover

This study has been stimulated by Mr. Bill Meehan’s head of McKinsey in San Francisco observation that Built to Last was not useful to businesses, because the companies studied had generally been great. Most businesses have been good, and never great. What should these companies do? Jim Collins and his team have done an huge total of interesting work to find out if a good company may be come a great company, and how. The answer to the former question is “yes,” presuming that the eleven of 1435 Fortune 500 businesses didn’t make it there by accident. The answer to the latter is less clear. The study group identified some characteristics that their eleven businesses had in common, which were less usually present in comparison businesses. But, the study inexplicably fails to look at these same characteristics to see how frequently they succeed in the general population of businesses. If these characteristics work 100 of the time, you really have something. If they work five of the time, then not too much is proven. How were the eleven study businesses selected? The requirements take pages to explain in an appendix. Let me change by saying that their stock price growth had to be in a vary from somewhat lower than to not much higher than the market averages for 15 years. Then, in the next 15 years the stocks had to soar versus the market averages and comparison businesses while left over independent. That is hard to do. The selected businesses are Abbott Laboratories, Circuit City, Fannie Mae, Gillette, Kimberly Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreen, and Wells Fargo. As to the “how,” attention has been focused on what happened before and throughout the transition from average performance to high performance. Interviews, quantitative analyses, and business press reports were studied. Obviously, there is a tendency to see things a bit with 20 20 hindsight in such a situation. Because this study started in 1996, it dealed with facts that were already quite old while they beed examined. Bias is probably. The key conclusions as to “how” included the following:1 a series of CEOs promoted from within who joint “personal humility and professional will” focused on making a great company,2 an initial concentrate on eliminating weak people, adding best ones, and establishing a culture of top skill putting out surprising effort,3 then changing attention to staring at and thinking unceasingly about the hardest facts about the company’s situation,4 using facts to develop a simple idea that’s iteratively reconsidered to concentrate action on improving performance,5 establishing and maintaining a corporate culture of discipline built around obligations, with freedom about how to meet those promises,6 using technology to speed up progress when it fits the company’s idea of what it wants to become, and7 the company builds momentum from consistent efforts behind its idea that are strengthened by success. Then, a connection is made to how these seven conditions can supply the foundation for establishing a Built to Last kind of company that can outperform the competition over many decades. One possible criticism of the study is that its conclusions may be dated. Former Stanford professor Collins argues that he’s uncovered basic facts about human organizations that will be unchanging.I compared the conclusions in this book with my own studies of best CEOs and businesses in the 1988 2001 time period. I noticed two big differences that propose a shift in “best practice” standards. 1st, those who outperform now developed processes that create big enhancements in their operating business models every 2 5 years. Second, senior management development is focused around improving a culture for defining and implementing such enhancements. I suspect that item 4 above was an embryonic predecessor to these new dimensions, which happen more usually now than in this study. Next, I compared the list of seven things to what I had observed in businesses. The biggest point that hit me is how not many CEOs have been interested in creating long term outperformance that lasts past their own tenure in an business. You also must be a CEO for a long time with that concentrate before you have a chance to make a lasting affect. Founders have a special advantage here. Perpetuating outperformance may help fill a mental need for immortality that fits with founders particularly well. , I thought about what I knew about the businesses studied from personal contacts throughout the study years. My sense is that their stories are far more complex than is captured here. I think the data have most likely been “scrunched” to fit together in many cases. In specific, I wonder if these businesses will largely outperform in the next 15 years. In many cases, they extended to meet an unfilled need that’s now mainly fulfilled. Can they develop a new idea for 4 that will carry them forward as effectively in the future? My guess is that majority won’t. If that turns out to be the case, we must complete that the things on this list can be needed . . . But may not be enough to go permanently from good to great. Time will tell.Before closing, let me watch that if the research team had also looked at the rate by which their rules succeeded among businesses that employed them, this could have been one of the finest research studies on best practices that I have seen. A book like this will provoke much discussion and thought for many years to come. Possibly that info may be included in a future edition or printing. Then, we’ll have something magnificent to consider!Do you want to be the best permanently? Why? Or, why not? Mr. Collins points out that it most likely takes no more effort, but many more discipline and concentrate.

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22 Responses to “good to great”

1. Daniel80 Says:
   May 1, 2009 at 9:58 pm

   Not a bad price and usually you can find it discounted in outlet stores.

2. Barry M Says:
   May 2, 2009 at 0:19 pm

   None of the stores in Fort Worth had it in stock so i had to buy it from ebay

3. Keith Says:
   May 3, 2009 at 8:34 pm

   My local store in Bestbuy had a closeout sale, but online pricing was still better

4. Jessica P. Says:
   May 4, 2009 at 7:32 pm

   What would be the discount if you get it wholesale?

5. Keith P Says:
   May 5, 2009 at 10:18 pm

   Closeout prices aren’t a better deal so no point in waiting, buy it now.

6. Bobby V Says:
   May 6, 2009 at 3:21 pm

   Saw it discounted somewhere, great deal but forgot where

7. Delmer Says:
   May 7, 2009 at 11:46 pm

   Check any price comparison web sites for lowest price.

8. Wayne G Says:
   May 8, 2009 at 8:24 pm

   I checked Costco and they dont have any wholesale deals are there any wholesale deals online?

9. Noah Says:
   May 9, 2009 at 8:57 pm

   So far the best offer for good to can usually be found at an online dealer

10. Stephan Says:
    May 10, 2009 at 8:27 pm

    Review pretty much sums it up, great deal

11. Tammie Says:
    May 11, 2009 at 10:38 pm

    It’s hard to find it on a discount or closeout sales

12. Heather B. Says:
    May 12, 2009 at 0:20 pm

    I think Staples may have free shipping

13. Betty U. Says:
    May 13, 2009 at 3:27 pm

    Anyone know of a coupon for San Francisco area?

14. Antonio M Says:
    May 14, 2009 at 4:39 pm

    Is that the lowest price for good to great online, or all deals included?

15. William78 Says:
    May 15, 2009 at 7:10 pm

    Circuit city had the best price before, buy it there

16. Howard F Says:
    May 16, 2009 at 6:21 pm

    I saw Walmart has it for sale

17. Gerald A Says:
    May 17, 2009 at 6:26 pm

    No good to great rebates in Nashville

18. Santiago Says:
    May 18, 2009 at 3:55 pm

    it’s in limited availability, and hard to find a rebate, so dont bother too much, just buy it

19. Raymond79 Says:
    May 19, 2009 at 11:12 pm

    wouldnt want to get this one refurbished haha

20. Amanda O. Says:
    May 20, 2009 at 3:27 pm

    Pros: Great product for the price. Cons: Hard to find in stock

21. Mario K Says:
    May 21, 2009 at 6:55 pm

    Does Walmart offer free shipping?

22. Randy J Says:
    May 22, 2009 at 4:25 pm

    Getting it online will always be more cheap than store price