https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/ VitalSmarts is now Crucial Learning Wed, 07 Dec 2011 18:09:43 +0000 hourly 1 https://wordpress.org/?v=6.5.2 https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/#comment-130 Wed, 07 Dec 2011 18:09:43 +0000 http://www.crucialskills.com/?p=103#comment-130 helpful article, whenever we are learning a new skill, we are likely to mess up and then blame the skill… instead of putting in more practice. telling others what we are trying to do and establishing safety.. through mutual purpose and mutual respect [ contrasting to clarify what you dont mean] then asking for help…voicing that you will support the final decision..or using CRIB..the more time i give to understanding the material and applying it in relatively low risk situations the better i am getting at it but i still have a long way to go.. every step forward is progress. it snot easy, but its worth it.. but first we need to work on our assertiveness.. equal respect for self and others.

]]> https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/#comment-129 Wed, 05 Aug 2009 13:03:26 +0000 http://www.crucialskills.com/?p=103#comment-129 I found that this article can apply to more than just a perceived unjustified firing. It could also apply to a difference in corporate culture between two firms–specifically as it relates to an acquisition of one company by another. When corporate cultures are so different, it may be difficult for the company who is being acquired to make suggestions to the acquiring firm for a change in their process for the benefit of the newly-formed suriving entity. It would be easy for the acquiring firm to expect that the firm being acquired to simply ‘do it our way’ versus listening to some suggestions for improvement. To approach the situation with providing facts is a great suggestion. One would find it difficult to defend an existing process when facts are presented to show where there are shortfalls and areas for improvement. Thanks for the information!

]]> https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/#comment-128 Wed, 05 Aug 2009 12:17:23 +0000 http://www.crucialskills.com/?p=103#comment-128 I have to agree with Joe on the fact they were not prepared. I have seen this type of behaviour before not in just the company I currently am employed with, but with others as well. To help in “breaking the ice” for what they are not expecting, I tactfully have compiled questions that would make them think of different ways of looking at the same challenges. This seems to go over a lot better then my out right stating to them that I disagree. Once they get use to my asking them pointed questions of “What if” and “Why”, then at times when I am strongly against something I feel may be determental to the company, I express it so. In all this, respectfully and tactfully. Not always easy, but at least makes them think.

]]> https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/#comment-127 Thu, 30 Jul 2009 15:17:00 +0000 http://www.crucialskills.com/?p=103#comment-127 The article articulates many adjustments to what the writer saw as the well executed adaptation of crucial conversations. Years ago, I followed several of these suggestions when a similar situation arose. My boss told me I should not speak at all during staff meetings. She later fired me when I spoke at a staff meeting. The environment was not supportive of a crucial conversations format, and I am glad to be gone from there even though the process was extremely painful. So while open and mindful interactions are effective, there has to exist a two way street. Sometimes it just doesn’t work no matter what you do.

]]> https://cruciallearning.com/blog/making-a-safe-switch-to-crucial-skills/#comment-126 Wed, 29 Jul 2009 17:14:58 +0000 http://www.crucialskills.com/?p=103#comment-126 I had a boss like this a while back. He said the same things, review wise and in staff meetings. But actually, he wanted you to agree in public and disagree in private. He filtered the disagreements and presented them to everyone or got back to you in private. Open forums don’t work for everyone.

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