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CRUCIAL TIP |
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Removing Ability Barriers
When it comes to
removing ability barriers, ensure that the
problem won’t keep resurfacing. Coming up
with a one-time fix is hardly the preferred
solution. Make sure you not only resolve the
current instance of the problem, but also
take measures to prevent further problems.
Do so by asking yourself the following
questions:
Will this problem occur
again and why?
Will others have similar problems?
Have we identified the
real root cause?
The ultimate question, of course, is: Have you gone to the core of the problem, fixing it once and for all?
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ESSAY CONTEST |
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Creative Nonfiction, a literary journal for narrative nonfiction, seeks essays on the need to break dangerous
silences within the healthcare community for a special "Silence Kills" issue. Topics may include errors,
rule-breaking, or institutional unwillingness to confront incompetence.
One $1,000 and three $500 cash prizes will be awarded to the best essays submitted.
Entries must be postmarked by Oct 2, 2006. For complete rules, please visit Creative Nonfiction
online.
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WHERE CAN I LEARN MORE? |
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Crucial Conversations
7/25-26 Irvine, CA
7/25-26 New York, NY
8/8-9 Washington, DC
8/8-9 Houston, TX
8/22-23 Chicago, IL
9/12-13 Boston, MA
9/19-20 Portland, OR
9/19-20 Atlanta, GA
9/19-20 Toronto, Ontario
More
Crucial Confrontations
8/8-9 Boston, MA
9/12-13 Irvine, CA
More

Crucial Conversations
7/19, 11:00-12:00 PM MT Healthy Work Environments for Healthcare
8/10, 11:00-12:15 PM MT Overview
8/30, 10:00-11:00 AM MT
Project Management Research Preliminary Findings
10/11, 11:00-12:00 PM MT Healthy Work Environments for Healthcare
Crucial Confrontations
7/20, 11:00-12:15 PM MT Overview
8/24, 11:00-12:15 PM MT Overview
Register today for an event by clicking on one of the links above. For questions, contact us toll free at 1-800-449-5989.
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"Words may show a man's wit but actions his meaning."
– Benjamin Franklin
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Not Sorry
During the month of July we will be running "best of" content from the authors. The following article first appeared on
July 28, 2004.
| About the Author |


Joseph Grenny is coauthor of the New York Times bestseller, Crucial Conversations: Tools for Talking When Stakes Are High. more
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Dear Authors,
What if you know you blew it in a crucial conversation,
know you should go back and clean up the
mess, but you don't want to? What if you are
too angry/hurt to say you're sorry without
feeling like a hypocrite for saying it
because how you really feel is angry and
hurt—and that's what you'd really like to
express?
Signed,
Not Sorry

Dear Not Sorry,
I love honest people. Thanks for the disarming genuineness of your question.
I've got a couple of thoughts that I hope are helpful to you. The
first may help change the "story" that is
causing you to feel angry/hurt. The second
is a modest suggestion that can sometimes
help you improve a crucial conversation even
when you do feel upset. Here goes.
First, my personal experience is that the more invested I am in
convincing myself that my feelings of anger
or hurt are "right," the more likely it is
that I am wrong. Here's a trivial example of
the important point I'm trying to make.
Perhaps you've been in the situation I was
in the other day. I was attempting to merge
into the right hand lane so I could make it
to a freeway on-ramp. There was a car in my
blind spot that honked to let me know of his
existence when I began to make the merge. I
quickly steered back into my lane and slowed
down to get behind him. But he slowed down,
too—just enough that he was still in my
blind spot. So I attempted to accelerate. He
accelerated and stayed in the same spot. So
I tried slowing again. Finally, he punched
his accelerator, roared past me and flashed
me a one-finger salute as he sped away.
Now, here's the interesting part. Can you imagine what was
going on in my head when he drove off?
Without conscious effort on my part, I
immediately began describing to myself all
the things I had done to try to be
considerate of this goon. In addition, I
created an image of him in my mind that was
wonderfully despicable. Trust me, it went
way beyond "goon." Why did I do that? Why
did I care so much that I had to both find a
way to make myself out as innocent and cast
him as a creep? I'd never see him again. He
was gone. And yet for more of the ride to a
distant city than I'd like to admit, he was
still on my mind. I was vigorously shaping a
story about him and me and what had
happened.
Then it all changed. At
one point many miles later I changed my
story. The new one acknowledged my
fault—and even helped explain some of the
dingbat's behavior as a reaction to my own.
Here it is: "I'll bet he thinks I was trying
to cut him off, then was slowing down and
speeding up in sync with him just to spite
him." In an instant I felt embarrassed
rather than self-righteous. When my story
changed, my emotions did, too.
So, here's comment
number one. Master your story. If you're
feeling angry or hurt, it could be that you
are so invested in being right and not
admitting fault that you are exaggerating
the other person's weaknesses while covering
up or minimizing your own.
Second suggestion:
Sometimes even after examining and revising
your story, you still feel hurt or upset.
But you don't want to feel that way. You
want the relationship to be better. You want
things to improve—but you don't want to
fake good feelings in order to get there. If
this is the case, you're in luck. If your motives are
right, you can actually build safety and
open up a crucial conversation even though
you're still upset. Rather than pretending
to have good feelings, you can show your
positive intentions by sharing your desire
for good feelings. For example:
"You know, I left our
last conversation kind of upset. And I
haven't been able to resolve it in my mind
since we talked. I really don't want to feel
this way. I'd like to have good and positive
feelings between us, and wonder if we could
talk about what happened as a way of
figuring things out. I'm hoping not just to
tell you what's not working for me, but to
find out what I'm doing that's not working
for you."
Can you see how this
might work? People can feel okay about you
having less than positive feelings toward
them so long as they know you are committed
enough to the relationship to want to get
back to those feelings.
I hope these
suggestions are helpful. The emotional
honesty I read in your question makes me
optimistic that you'll know how to make use
of these ideas.
Warm regards,
Joseph

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Tips for Constructive Criticism
By Joseph Grenny
Some of
the most crucial conversations for team performance are those
where team leaders or project managers offer constructive criticism.
The problem is, most never do it. Or they do it, but they do it
badly.
Here are some best practices for offering constructive criticism:
Get your
motives right.
Sometimes we wait to offer criticism until we’re irritated.
That’s a bad idea because then, in spite of our best efforts at
masking our emotions, the way we offer criticism inevitably
changes. Our goal is no longer to be constructive, it’s to
punish. And this shows up in our bluntness, our inattentiveness
to the team members’ feelings, and our body language. Be
sure your goal is to help the other person and to help the
team—not to “vent.”
Get your facts
right. When people
disappoint us, our thoughts tend to focus on the bad impact of
others and not on the behavior that led to it. For example, someone
is inconsistent about attending team meetings or shows up with
deliverables that fall short of the quality others expected.
When you start giving feedback you open with a line like,
“You’re not contributing the way I know you’re capable of.”
What’s wrong with this? It’s offensive and vague. It
describes your judgment of the overall impact of the team
member but offers no helpful examples of the behaviors that
create this impact. Before having a crucial conversation, stop
and ask yourself, “What conclusions have I drawn about this
person” and “What facts do I have to illustrate and support this
conclusion?
Start with
safety. If your motives
and facts are clear, how do you now begin the crucial
conversation? You start by making the other person feel safe. Do
this by clarifying your respect and your intent. Help the other
person know
you care about and value him or her as a person. Then help him
or her understand that your intent is to offer feedback to help
improve performance. Reassure the person of these two points, and
he or she will feel enough psychological safety to listen to you. If
you fail to do this, he or she will likely become defensive, and
may miss
your point or blame you for the problems you raise.
Facts first. Once you’ve created safety, start describing your concerns with
facts first. Don’t lead with your judgments or
conclusions. Start by describing in
non-judgmental and objective terms the behaviors that are
creating problems. For example, “Out of the last ten team
meetings, you’ve attended five. When you have attended, your
deliverables usually need to be reworked by others.”
Don’t pile it on.
As you lay out the facts, monitor safety. If people become
defensive, pause for a moment and check in. Reassure them of
your positive intentions and allow them to express any concerns
they may have. Listening and clarifying intentions rebuild
safety. When you believe the person is feeling safe, continue to
share your concerns.
Invite
dialogue. Finally, having
shared your concerns, encourage the other person to share his or
her perspective by inviting dialogue. If your goal is to be truly
constructive, you’ll want to know where your data is wrong,
limited, or unfair. Encourage a healthy
discussion. The result of your openness will be a greater
openness on the part of the other person as well.

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