Conversations are the lifeblood of developing effective and satisfying relationships at work. A good relationship with someone can work both ways when having difficult conversations. It can either be easier to raise things because there is trust between you or it can be more difficult because we’re apprehensive about fracturing what has essentially been a good relationship. Some of what gets in the way of us having difficult conversations is our drive to be liked, our fears about how we might be seen and the assumptions we make about the other person and their motivations. Considering our contribution to a relationship is difficult, thinking about our purpose in tackling a difficulty, as well as approaching the conversation with the intention of learning about how the other person sees things first, are all tried and tested and, in some cases, evidence-based ways to have more effective difficult conversations.

The workshop will cover:

•  Identifying what it is about difficult conversations that make them difficult – drawing on participants' real experience

•  Considering the contribution we make to difficulties with others (either in the assumptions we make or our underdeveloped skills)

•  A model approach to having a difficult conversation (based on the work of the Harvard negotiating project)

•  The importance of language in difficult conversations

•  The superpower that is listening – along with demonstrating empathy and developing rapport – key skills for having better difficult conversations

•  How to plan, structure and open a difficult conversation

Who should Log in:

Anyone who has struggled with raising difficulties with others—and not just those we manage or work with—might be patients and families who want to improve their skills, gain some insight about themselves, and learn some practical approaches and principles that will contribute to having better, difficult conversations.