A difficult conversation is a dialogue addressing sensitive, controversial, or emotionally charged topics, often with the potential for conflict, discomfort, or disagreement. These types of conversations often require navigating complex social, emotional, and cognitive factors and a high level of emotional intelligence, empathy, and active listening skills in order to foster productive communication and avoid misunderstandings, escalation, or relationship damage.
Difficult conversations are characterized by the presence of competing goals, values, or interests between the parties involved, as well as the potential for triggering deep-seated emotions, beliefs, or biases. They may also require addressing power dynamics, historical context, or cultural differences in order to facilitate effective communication and avoid perpetuating harmful patterns of interaction.
These types of conversations can arise in a variety of contexts, including personal relationships, professional settings, or social interactions, and may involve topics such as finances, politics, religion, or personal values. Difficult conversations often require careful consideration, empathy, and effective communication skills in order to navigate the emotional complexity of the discussion.
It is common for people to procrastinate, backpedal, and dodge to avoid having difficult conversations.
Healthcare
editDifficult conversations may arise between a healthcare provider and a patient.[1]
Workplace
editDifficult conversations may arise in the workplace.[2][3][4]
Notes
edit- ^ Svarovsky, Therese (January 2013). "Having Difficult Conversations: The Advanced Practitioner's Role". Journal of the Advanced Practitioner in Oncology. 4 (1): 47–52. PMC 4093369. PMID 25031980.
- ^ Landry, Lauren (30 August 2022). "How to Have Difficult Conversations with Employees". Business Insights Blog. Harvard Business School Online. Retrieved 21 July 2024.
- ^ Bradley, Graham L.; Campbell, Amanda C. (October 2016). "Managing Difficult Workplace Conversations: Goals, Strategies, and Outcomes". International Journal of Business Communication. 53 (4): 443–464. doi:10.1177/2329488414525468.
- ^ Smith, Rachel; Addicott, Colleen (2019). "A systematic literature review of the signals, barriers, and components of difficult conversations in the workplace" (PDF). University of Hertfordshire. Retrieved 22 July 2024.
References
edit- Difficult Conversations (HBR 20-Minute Manager Series). Harvard Business Review Press. 26 January 2016. ISBN 978-1-63369-079-0.
- Gordon, Jon; Kelly, Amy (2024). Difficult conversations don't have to be difficult: a simple, smart way to make your relationships and team better. Hoboken, New Jersey: Wiley. ISBN 978-1394187171.
- Reynolds, Marcia (13 October 2014). The Discomfort Zone: How Leaders Turn Difficult Conversations Into Breakthroughs. Berrett-Koehler Publishers. ISBN 978-1-62656-067-3.
- Soehner, Catherine B.; Darling, Ann (11 November 2016). Effective Difficult Conversations: A Step-by-Step Guide. American Library Association. ISBN 978-0-8389-1527-1.
- Stone, Douglas; Patton, Bruce; Heen, Sheila (22 August 2023). Difficult Conversations: How to Discuss What Matters Most. Penguin. ISBN 978-0-14-313759-7.
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