Often, people come to difficult discussions with assumptions and judgments. “Once you’ve gotten past that step, it’s a little bit easier to have the conversation,” Richardson said. If you can separate emotions from the root of a disagreement, you can come to the table with solutions. “I try to think about ‘What’s my part in this?’” Ruane said. “Those skilled at crucial conversations are able to avoid attacking and steer the conversation toward problem solving.”īased on some course themes such as empathy and accuracy, here are three things to keep in mind when going into conversation with high emotions and different opinions.īefore you can have a productive conversation about an issue, have an honest appraisal of emotions and reasons behind them. “A conversation is crucial when stakes are high, opinions vary and emotions run strong,” said Dinetta Richardson, who teaches the course. And after completing the course this spring, Ruane said it was time well spent.Ĭrucial Conversations offers strategies on how to turn potentially difficult dialogues into ones that can yield agreement and solutions. When Ruane heard about a Crucial Conversations course offered by Duke Learning and Organization Development, she signed up. “That’s not always easy when you’re working with faculty and staff who are, rightfully so, passionate about the work they do.”ĭuke Learning and Organization Development offers courses on leadership and management development, professional development and computer software and systems. “When you are the finance person, you have to say ‘no’ a lot,” Ruane said. Sometimes, people aren’t always going to hear what they want to from her. As a financial analyst for Duke Global Health Institute, Sandra Ruane’s job involves balancing the needs of faculty doing important work in far-off places with complex regulatory and budget issues.
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