One of the New York Post's Top 10 Best Career Books of 2012 Repair communication breakdowns on the spot and drive positive results in every conversation Failed conversations can take a heavy toll on our professional and personal lives, threatening to damage relationships, erode trust, and make it impossible to resolve conflicts, reach decisions, or achieve mutual understanding. Conversation Transformation gives you practical guidelines for managing the six most common (and aggravating) conversation killers: yes-buts, mind-reads, negative predictions, leading questions, complaining, and verbal attacks. Each skill-building chapter guides you through a three-step process for replacing unconstructive habits with more effective responses: AWARENESS Learn to recognize an ineffective communication pattern the instant it occurs ACTION Use specific new strategies to turn the conversation in a better direction PRACTICE Engage in repeated, structured practice to turn those actions into new habits Praise for Conversation Transformation: “Devastatingly insightful . . . provides the practical coaching you need to change old habits and transform your interactions.” —SHEILA HEEN and DOUGLAS STONE, bestselling authors of Difficult Conversations ”An invaluable resource . . . filled with simple tools and fixes to improve communication skills, exactly the skills that can make us all more effective in politics, business, and life.” —SENATOR JOHN F. KERRY “Practical, inspiring, and powerful. You will never look at your conversations the same way again.” —SUZANNE BATES, bestselling author of Speak Like a CEO and Discover Your CEO Brand

A successful digital transformation must start with a conversational transformation. Today, software organizations are transforming the way work gets done through practices like Agile, Lean, and DevOps. But as commonly implemented as these methods are, many transformations still fail, largely because the organization misses a critical step: transforming their culture and the way people communicate. Agile Conversations brings a practical, step-by-step guide to using the human power of conversation to build effective, high-performing teams to achieve truly Agile results. Consultants Douglas Squirrel and Jeffrey Fredrick show readers how to utilize the Five Conversations to help teams build trust, alleviate fear, answer the “whys,” define commitments, and hold everyone accountable.These five conversations give teams everything they need to reach peak performance, and they are exactly what’s missing from too many teams today. Stop focusing on processes and practices that leave your organization stuck with culture-less rituals. Instead, unleash the unique human power of conversation.

Focus the power of your collaborative school community with powerful coaching conversations! Effective coaching conversations are powerful tools to rally your school-community stakeholders to work collaboratively toward transformation, and, ultimately, share in success. The Second Edition of this best-selling handbook includes new neuroscientific research that demonstrates the potential for change in schools and expands the approach to cover teacher/student interaction. In addition to learning techniques to engage and motivate, readers will also discover how to: Develop relational trust within the school to heighten personal growth and learning Utilize the power of committed listening, intentional conversations, and nonjudgmental feedback Create positive changes in how people think and interact

"Since the highly acclaimed Courageous Conversations About Race offered educators a frame work and tools for promoting racial equity, many schools have implemented the Courageous Conversations Protocol. Now ... in a book that's rich with anecdote, Singleton celebrates the successes, outlines the difficulties, and provides specific strategies for moving Courageous Conversations from racial equity theory to practice at every level, from the classroom to the school superintendent's office"--Back cover.

In Riches in Niches: How to Make It BIG in a Small Market, Susan explores the multiple factors that separate the experts from the service professionals who may have identicalif not betterskills, but whom no one has ever heard of.

Business transformation typically involves a wide range of visualisation techniques, from the templates and diagrams used by managers to make better strategic choices, to the experience maps used by designers to understand customer needs, the technical models used by architects to propose possible solutions, and the pictorial representations used by change managers to engage stakeholder groups in dialogue. Up until now these approaches have always been dealt with in isolation, in the literature as well as in practice. This is surprising, because although they can look very different, and tend to be produced by distinct groups of people, they are all modelling different aspects of the same thing. Visualising Business Transformation draws them together for the first time into a coherent whole, so that readers from any background can expand their repertoire and understand the context and rationale for each technique across the transformation lifecycle. The book will appeal to a broad spectrum of readers involved in change, whether that is by creating change models themselves (strategists, architects, designers, engineers, business analysts, developers, illustrators, graphic facilitators, etc.), interpreting and using them (sponsors, business change managers, portfolio/programme/project managers, communicators, change champions, etc.), or supporting those involved in change indirectly (trainers, coaches, mentors, higher education establishments and professional training facilities).

SAVI (pronounced savvy) is the acronym for the System of Analyzing Verbal Interaction whose development began in 1964. SAVI is an observation system that defines and codes 9 classes of verbal behavior both by the theoretical criteria of approaching or avoiding the problems inherent in communicating and by the focus of the communication: person or topic. Discussion of the system's construction, its core theories, and the research conducted with this instrument are detailed. The system is then applied to data from Group A, Session 3 (A. P. Beck [1970]).