000			02150nam a22003857a 4500
003			IIITD
005			20260110020004.0
008			251124b |||||||| |||| 00| 0 eng d
020			_a9798892790796
040			_aIIITD
082	0	0	_a651.7 _bHAR-H
110			_aHarvard Business Review
245	0	0	_aHaving difficult conversations
260			_aBoston : _bHarvard Business Review Press, _c©2025
300			_aix, 163 p. ; _c18 cm.
490	0		_aHBR emotional intelligence series
500			_aIncludes index.
505			_t1. How to handle difficult conversations at work
505			_t2. A game plan for having that discussion you put off
505			_t3. In the face of conflict, let your voice be heard
505			_t4. The best way to raise sensitive issues during a virtual meeting
505			_t5. How to control your emotions when things get heated
505			_t6. Have difficult conversations without burning bridges
505			_t7. You just had a tough discussion at work. Here's what to do next
505			_t8. Delivering challenging feedback as a manager
505			_t9. How to have hard talks with your boss
505			_t10. Don't let your brain's defense mechanisms thwart effective feedback
505			_t11. How leaders can discuss the undiscussables on their teams
505			_t12. Let employees have that heated dialogue
520			_a"There will be times in our careers when we face conversations that dredge up tough emotions. Our instinct may be to avoid them entirely or to meet criticism with defensiveness. But learning to effectively engage in challenging conversations can create opportunities to build stronger teams and organizations. Having Difficult Conversations explores how to use empathy and active listening to handle complicated discussions at work. You'll learn how to communicate productively under stress, offer and accept critical feedback, and ensure your team walks away from challenging conversations as a united front"--
650		0	_aBusiness communication.
650		0	_aOrganizational effectiveness.
650		0	_aTeams in the workplace.
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999			_c209434 _d209434