Individual Reflection : Handling Difficult Conversation
Individual Reflection : Handling Difficult Conversations
Mariah Kamal
A00452085
Walden University
Due: November 1, 2013
Submitted: November 18, 2013
Abstract This paper is my individual relection on how to handle difficult conversations. We are faced with difficulty to transfer the message we want the other to understand and comply or support. Because of this complexity of communication barrier we end up in a conflict or a confrontation. When this happens we let go of the problem – forget it , avoid it, avoid being involved or ignore it. Learning two way conversation and certain strategies to handle a difficult conversation, is a step to better yourself in the way you voice out without any personal intent.
In our everyday lives whether professional or personal we always encounter a difficult conversation – conflict on one and confrontation on the other. Most in some cases goes for the best of intentions for the benefit or interest of the person or the company. But what makes it a difficult conversation is how you relay the message on board, how one decides to handle it, how you understand it, how your message is being understood by the other and whether to comply or give support. My individual reflection for this is an incident that has occurred between two directors of the company whom are also the proprietors of the company – my mother and I. As much as my mother and I are the sole owners of the company, my late father left behind, I would like to use it in relation to this topic of difficult conversations in a professional setting.
My mother and I have different ways of doing things and have different ideals when it comes to running a business. She is my superior as the Managing director of the company. She is old fashioned in her approach to things and also does not read or write and I am kind of what I’ll like to describe as transforming. There was a situation that occurred when some of our clients were
Mariah Kamal
A00452085
Walden University
Due: November 1, 2013
Submitted: November 18, 2013
Abstract This paper is my individual relection on how to handle difficult conversations. We are faced with difficulty to transfer the message we want the other to understand and comply or support. Because of this complexity of communication barrier we end up in a conflict or a confrontation. When this happens we let go of the problem – forget it , avoid it, avoid being involved or ignore it. Learning two way conversation and certain strategies to handle a difficult conversation, is a step to better yourself in the way you voice out without any personal intent.
In our everyday lives whether professional or personal we always encounter a difficult conversation – conflict on one and confrontation on the other. Most in some cases goes for the best of intentions for the benefit or interest of the person or the company. But what makes it a difficult conversation is how you relay the message on board, how one decides to handle it, how you understand it, how your message is being understood by the other and whether to comply or give support. My individual reflection for this is an incident that has occurred between two directors of the company whom are also the proprietors of the company – my mother and I. As much as my mother and I are the sole owners of the company, my late father left behind, I would like to use it in relation to this topic of difficult conversations in a professional setting.
My mother and I have different ways of doing things and have different ideals when it comes to running a business. She is my superior as the Managing director of the company. She is old fashioned in her approach to things and also does not read or write and I am kind of what I’ll like to describe as transforming. There was a situation that occurred when some of our clients were
References: Christensen, K. (2011, Spring). Difficult conversations: How to address what matters most. Rotman Magazine, 22–27. Edmondson, A., & Smith, D. (2006). Too hot to handle? How to manage relationship conflict.California Management Review, 49(1), 6–31. Engels, J. J. (2007). Delivering difficult messages. Journal of Accountancy, 204(1), 50–52.