It has since become a Wall Street Journal and UPI bestseller. Don’t persuade yourself that your instincts are incorrect, or as some say “uneducated thinking.”  Examine and evaluate more than surface evidence; look forclue or hints in body language, intent and emotion behind another person’s words. Root Decisions:  Make a joint decision with the input of many people. People often don’t express their true thoughts and feelings in a work setting because they feel that work should be left at work and personal life should be left at home. Typically, personal conflicts may be so destructive as to sabotage the day-to-day operations of a company and affect performance, morale, and income. David C. Wyld (dwyld.kwu@gmail.com) is the Robert Maurin Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. If we want to ensure the lasting of relationships, we must first consider someone else’s reality as part of ours. I would trim down a few of the non-crucial examples or stories. But the key to real business success, according to author Susan Scott, is what she calls "fierce conversation," an honest, meaningful, authentic exchange between two people. People’s realities are always changing. [citation needed], The author defines a fierce conversation as "One in which we come out from behind ourselves, into the conversation and make it real. Obey your intuition. Obey Your Instincts – Don’t allow others to influence your instinctive decision or observation. Read a quick 1-Page Summary, a Full Summary, or watch video summaries curated by our expert team. Make the Conversation Real – don’t allow your personal wall to block who you truly are to others. Her goal is to enable business leaders and CEOs across the globe to actively engage themselves in fierce conversation, not only with others, but most importantly with themselves. He is a management consultant, researcher/writer, and executive educator. Our emotional wake is the aftermath of what we’ve said during or after the conversation and how it’s affected the other person we are having a conversation with. We must learn to listen to what others are saying and reflect on what is said, rather than engage our minds in what we will say next or allow our mind to wander while someone else is speaking. Candid or “fierce” conversations are usually avoided under the pretext that fierce conversations take too long – however, Scott points out that anything other than truthful conversations take a lot more time. If we held the ball from our position with the blue section facing us, everything from our perspective will be blue but will be a different color from another person’s angle or point-of-view. Fierce Conversations is a must-have in today’s fast-paced world. With business conditions today, what the author wrote is true, because: With today’s fast-paced personal and business environments, we often become “too busy” to engage in fierce conversation with people. Leaf Decisions:  Make the decision and act upon it. Susan Scott is a best-selling author and leadership development architect, who currently runs her own company – Fierce, Inc. Both people leave the conversation without the relationship being enriched, but deteriorated instead. The phrase emphasized most here, and throughout the book, is “come out from behind yourself and make the conversation real.”  The idea of this statement is to encourage people to take down any sort of emotional barrier or to challenge an avoided topic that needs to be discussed. Report the action(s) taken at regular daily, weekly or monthly intervals. Provoke learning • 3. Don’t report the action(s) taken. Contact Info: To contact the author of this “Summary and Review of Fierce Conversations,” please email aaron.schmiderer@selu.edu and aaron.schmiderer@gmail.com. 3. When we allow a moment of silence in between some of the things we say, it will allow the words to sink in. She allows effective silence for her words to sink in, while successfully expressing powerful emotion and intent. Fierce Conversations was written in clear terms in order to relate with the reader, along with an ingenious compilation of information to give great supportive structure throughout the book. This promotes resolution, rather than the person playing the blame game. 4. The second thing Susan most emphasized was, “coming out from behind yourself and make the conversation real.”  Her constant emphasis on this phrase developed throughout the book, which eventually highlighted its true importance as it progressed. Branch Decisions:  Make the decision and act upon it. Take Responsibility for Your Emotional Wake. The conversations she refers to may be the very ones that you have been avoiding in your relationships at work or at home. Without being a good listener, we cannot properly identify the issue and therefore progress with meaningless talking or blowing of hot air with little, to no, content. The Six Minute Book Summary of The Book, Fierce Conversations, by Susan Scott. How to increase clarity and improve understanding. Identify your most pressing issue – what the most important issue that needs to be resolved is. Susan stated that there are ten components of the confrontation model, and they are: Name the issue – the problem named is the problem solved. Expressing emotion and empathy is a caring way to encourage conversation into resolution. Although our instincts are correct sometimes, they are also sometimes wrong. 2. Susan concludes this topic by discussing what she learned at an early age and called, The Decision Tree. 3. Interrogate reality – challenge your employees and co-workers to express how they really feel, rather than locking everything up in a box and trying to ignore it. “Fierce Conversations” Overview What gets talked about in a group or organization and how it gets talked about determines what will or won’t happen. Clarifying the issue – determine how bad the problem is and how long it has been going on. Scott, S. (2004). It is impossible for us as human beings to turn off all emotions and our personality in our private lives with a façade or masking who we truly are. 7. This book was written very well, and has much humor at points in order to captivate the reader’s attention to our similarities. Siegfried, D. (n.d.). Master the Courage to Interrogate Reality. Definition • A fierce conversation is one in which we come out from behind ourselves into the conversation … Whenever we say the word ‘but’ everything else we just said before then gets forgotten and thrown out the window.”, Come Out from Behind Yourself into the Conversation and Make It Real, “You cannot have the life you want, make the decisions you want, or be the leader you are capable of being until your actions represent an authentic expression of who you really are, or who you wish to become.”(Scott, 2004). Remember that everything you say affects someone else emotionally, be conscious about how, when and what you say. Determine the future implications – how this will affect me in the future if it is not resolved, how it will affect others and our emotions.
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