Taking the stress out of stressful conversations.
Stressful conversations are unavoidable in life. In business, they can run the gamut from firing a subordinate to, curiously enough, receiving praise. But whatever the context, stressful conversations carry a heavy emotional load. Indeed, stressful conversations cause such anxiety that most people simply avoid them. Yet it can be extremely costly to dodge issues, appease difficult people, and smooth over antagonisms; avoidance usually only worsens a problem or a relationship. Using vivid examples of the three basic stressful conversations that people bump up against most often in the workplace, the author explains how managers can improve those interactions unilaterally. To begin with, they should approach the situations with greater self-awareness. Awareness building is not about endless self-analysis; much of it simply involves making tacit knowledge about oneself more explicit. It is important for those who are vulnerable to hostility, for example, to know how they react to it. Do they clam up or do they retaliate? Knowing how you react in a stressful situation will teach you a lot about your trouble areas and can help you master stressful situations. The author also recommends rehearsing difficult conversations in advance to fine-tune your phrasing and tone. And the best way to keep from being thrown off balance by difficult conversations that crop up unexpectedly is to develop a few hip-pocket phrases that you can pull out on the spot. We all know from past experience what kinds of conversations and people we handle badly. The trick is to have prepared conversational tactics to address those situations.
Weeks
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WritingWorks, Cambridge, Massachusetts, USA.
D003142:Communication; D003220:Conflict, Psychological; D006801:Humans; D007398:Interpersonal Relations; D007400:Interprofessional Relations; D013315:Stress, Psychological / Q000517:prevention & control* / Q000523:psychology; D014481:United States