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With over 1 billion jobs set to be transformed by 2030, the workplace is rapidly changing.With so much on the line, feedback is essential to career growth—but some approaches to constructive ...
Crucial Conversations: Tools for Talking When Stakes Are High was first published in 2002 by McGraw-Hill, with a second edition published in 2012, [1] and a third edition published in 2022. [2] A business self-help book written by the four co-founders of VitalSmarts, Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler, the book has ...
The introduction states that Fierce Conversations is a "guide to tackling your toughest challenges and enriching relationships with everyone important to your success and happiness through principles, tools, and assignments designed to direct you through your first fierce conversations with yourself on to the most challenging and important conversations facing you."
Conversation is the exchange or interaction itself. [2] The process of the text and conversation exchange is reciprocal: text needs conversation and vice versa for the process of communication to occur. Text, or content, must have context to be effective and a conversation, or discourse, needs to have a beginning, middle and end.
Invitational rhetoric is a theory of rhetoric developed by Sonja K. Foss and Cindy L. Griffin in 1995. [1]Invitational rhetoric is defined as “an invitation to understanding as a means to create a relationship rooted in equality, immanent value, and self-determination.” [1] The theory challenges the traditional definition of rhetoric as persuasion—the effort to change others—because ...
Civil discourse is conversation with a serious purpose. It is conversation that looks to find shared opportunity, not conflict. It is conversation that looks to remove barriers, not build new ones. It is a conversation that instead of becoming paralyzed by our disagreements, uses them to propel creative solutions and alternatives. [19]
Cog's ladder of group development is based on the work, "Cog's Ladder: A Model of Group Growth", by George O. Charrier, an employee of Procter and Gamble, published in a company newsletter in 1972. The original document was written to help group managers at Procter and Gamble better understand the dynamics of group work, thus improving efficiency.
Shaw's dialogue variation shows that a simpler, less idealistic approach is possible. For her all conversations are on a continuum, a gray scale that ranges from the highest, purest forms of dialogue to the lowest command-and-control conversations. In this sense dialogue is a property a conversation can have more or less of.