关键对话Crucial Conversations: Tools for Talking When Stakes Are High, 2nd Edition
2025-09-08 09:52:46 0 举报AI智能生成
《关键对话》读书笔记
作者其他创作
大纲/内容
Book Information
Title
Crucial Conversations: Tools for Talking When Stakes Are High, 2nd Edition
关键对话 (Chinese Title)
Authors
Kerry Patterson ([美] 科里·帕特森)
Joseph Grenny ([美] 约瑟夫·格雷尼)
Ron McMillan ([美] 罗恩·麦克米兰)
Al Switzler ([美] 艾尔·史威茨勒)
Translator
毕崇毅
Publisher Information
Print Publisher: 机械工业出版社 (Mechanical Industry Press)
Print Publication Year: 2012
E-book Publisher: 华章分社 (北京华章图文信息有限公司) (Huazhang Branch - Beijing Huazhang Graphic Information Co., Ltd.)
ISBN: 978-7-111-37845-7
Social Media:
Sina Weibo: @言商书局
Tencent Weibo: @bbb-vip
Front Matter
Dedication (谨以此书献给)
Primary Dedicatees: Louise, Celia, Bonnie, Linda
Reason: Support, love, patience (巨大的支持、无私的爱和永无止境的耐心)
Secondary Dedicatees: Their Children (克里斯蒂娜, 瑞贝卡, 泰勒, 斯科特, 艾斯琳, 卡拉, 赛斯, 塞缪尔, 希鲁姆, 安伯尔, 梅根, 查斯, 海丽, 布莱恩, 安伯, 劳拉, 贝卡, 瑞秋, 本杰明, 梅瑞狄斯, 琳赛, 凯莉, 托德)
Reason: Inspiration for the book (为本书提供的灵感)
Praise / Endorsements (赞誉)
Charanjit Lehal (AGM Training & Development, TataSky, India): Practical, simple, applicable, research-based, transcends culture.
Dave Hill (Founder, NSA Juice Plus+): Changed life, enables successful conversations in tough environments (oil fields).
Terry Monroe (Director of Organizational Development, Children's Health Services): Most valuable book in 35 years, combines team building, performance management, conflict resolution, problem-solving.
Ghassan Koutoubo (Middle East Business Director, Stellagen Pharmaceuticals): Rare book affecting professional and personal life, based on social science research.
Joanne Bryson (EVP & CEO, Oregon Medical Association): Used as a script for crucial conversations as a new CEO.
Terri Thornton (Instructional Facilitator, Madison School District): Helped transition from teacher to administrator, enabling difficult conversations with teachers.
Lorne McBee (CFO, Ingram ISD): Made him a better husband, father, brother, manager; wishes he read it 30 years ago.
Rayna Davies (Surrey, UK): Turning point, fixed relationship with son using the skills.
2nd Edition Foreword (第 2 版序)
Author: Stephen Covey
Date: July 2011
Key Points:
Excitement over 2 million copies sold.
Book surpasses Covey's own "Seek First to Understand" in depth on high-stakes communication.
Focuses on life-defining moments/conversations.
Authors are excellent teachers and embody the principles (VitalSmarts).
Hopes for continued impact.
1st Edition Foreword (第 1 版序)
Author: Stephen Covey
Key Points:
Groundbreaking work, important and timely.
Addresses Toynbee's "Success is the greatest failure" concept (past success methods fail new challenges).
Need for synergistic solutions ("Our Way") in high-stress world.
Crucial conversations create new meaning, not just manage relationships (Buddhist "Middle Way" analogy).
Book structure: Importance -> Goals -> Safety -> Self-awareness -> Mutual understanding/Synergy -> Decision/Commitment.
Personal impact: Learned new perspectives, deepened understanding despite own expertise.
Praises authors' clear writing, humor, practical examples, blending EQ and IQ.
Recalls one author's crucial conversation with a professor.
Recommendation: Read, reflect, apply, re-read, practice.
Connects to Robert Frost's "The Road Not Taken" - choosing the crucial conversation path makes all the difference.
Translator's Preface (译者序)
Author: 毕崇毅
Key Points:
Calls the book a "masterpiece" (旷世奇书).
Addresses skepticism about the complexity of conversation.
Many life problems stem from poor handling of crucial conversations (e.g., harassment, marital issues, team conflict).
Defines crucial conversations: differing views, high stakes, strong emotions.
Highlights the book's research basis (20+ years, 100k+ people).
Summarizes two core principles:
Personal reflection: Translator admits past failures, regrets not having the book earlier.
Strong recommendation: This book can change your life.
Preface (前言)
Authors
Date: May 2011
Key Points:
Reaffirms original bold claim: Root cause of many problems is poor handling of high-stakes, emotional, differing-view conversations.
10 years of evidence confirms this; applying principles improves organizational performance (safety, loyalty, efficiency, integration).
Most satisfying results are personal stories from readers (restored relationships, saved lives, resolved conflicts).
Sharing stories amplifies impact.
New in 2nd Edition:
Clarified core concepts.
Updated examples.
Added emphasis on key points.
New research findings.
Reader stories.
Authors' personal reflections (Afterword).
Future Direction: Increased confidence in the theory's power to change the world. Growing adoption globally (governments, businesses, social entrepreneurs, new translations). Hope for continued positive impact.
Table of Contents (目录)
赞誉 (Praise)
第 2 版序 (2nd Edition Foreword)
第 1 版序 (1st Edition Foreword)
译者序 (Translator's Preface)
前言 (Preface)
第 1 章 何谓关键对话 (What is a Crucial Conversation?)
第 2 章 掌握关键对话 (Mastering Crucial Conversations)
第 3 章 从 “ 心 ” 开始 如何确定目标 (Start with Heart: How to Stay Focused on What You Really Want)
第 4 章 注意观察 如何判断对话氛围是否安全 (Learn to Look: How to Notice When Safety Is at Risk)
第 5 章 保证安全 如何让对方畅所欲言 (Make It Safe: How to Make It Safe to Talk About Almost Anything)
第 6 章 控制想法 如何在愤怒、恐惧或受伤的情况下展开对话 (Master My Stories: How to Stay in Dialogue When You're Angry, Scared, or Hurt)
第 7 章 陈述观点 如何循循善诱而非独断专行 (State My Path: How to Speak Persuasively, Not Abrasively)
第 8 章 了解动机 如何帮助对方走出沉默或暴力状态 (Explore Others' Paths: How to Listen When Others Blow Up or Clam Up)
第 9 章 开始行动 如何把关键对话转变成行动和结果 (Move to Action: How to Turn Crucial Conversations into Action and Results)
第 10 章 案例分析 (Case Studies)
第 11 章 综合应用 关键对话的准备和学习工具 (Putting It All Together: Tools for Preparing and Learning)
后记 《关键对话》 10 年应用作者手记 (Afterword: Authors' Notes on 10 Years of Application)
附录 A 作者介绍 (Appendix A: Author Bios)
附录 B VitalSmarts 公司介绍 (Appendix B: VitalSmarts Company Info)
附录 C 想让自己的人生变得更完美吗 (Appendix C: Training Promotion)
Main Content (Chapters 1-11)
Chapter 1: 何谓关键对话 (What is a Crucial Conversation?)
Introduction (引言)
Quote: George Bernard Shaw (沟通最大的问题在于...)
Not about heads of state, but everyday interactions. (不是国家政要讨论, 是日常互动)
Definition and Characteristics (定义与特征)
Discussion between two or more people where: (两人或多人讨论)
Examples: Promotion, marketing strategy, marital accusations, neighbor disputes. (例子: 升迁, 营销, 调情指责, 篱笆墙)
Impact on Life Quality (对生活质量的影响)
Outcomes significantly affect life path. (结果影响人生)
Common Responses & Why They Fail (常见应对及失败原因)
Three Responses: Avoid, Handle Poorly, Handle Well. (三种反应: 逃避, 处理不当, 处理得当)
Why Poor Handling? (为何处理不当 - "一个怪圈")
Biology: Fight-or-Flight response, adrenaline, reduced brain function. (生理原因: 战或逃, 肾上腺素, 脑部缺血)
Surprise: Conversations often arise unexpectedly. (突发性: 常无准备)
Confusion: Lack of good models, improvising badly. (困惑: 缺乏好榜样, 临场发挥差)
Self-Defeating Patterns: Actions worsen the problem (sarcasm -> distance; backbiting -> escalation; nagging -> resistance). (弄巧成拙: 行为导致问题恶化)
Common Scenarios (常见场景)
List of 17 examples (Ending relationship, confronting colleagues, asking for money, etc.). (17个例子列表)
The Bold Claim & Crucial Conversations Law (大胆主张与法则)
Claim: Root cause of many problems is poor handling of crucial conversations. (主张: 很多问题根源于处理不当)
Law: Chronic problems often stem from lack of CC skills (avoidance or poor execution). (法则: 长期痼疾源于能力不足)
Research: 20+ yrs, 100k+ people; success linked to CC skills. (研究基础)
Impact Areas (影响领域)
Personal Career: Influence tied to CC skills (e.g., challenging boss safely). (个人事业: 影响力与CC技巧相关)
Organizational Performance: Tied to handling "Pivotal Moments." (企业表现: 与处理“关键时刻”相关)
Healthcare Silence: Safety protocols ignored, <8% speak up, impacts safety/turnover/etc. (医疗沉默: <8%指出违规)
Corporate Silos: Cross-functional project failure linked to inability to handle 5 specific CCs. (企业壁垒: 项目失败与无法处理特定CC相关)
Benefits of Good CC Culture: Faster response, better risk handling, cost savings, virtual team trust, addressing "untouchables". (良好CC文化益处)
Real Change Driver: Employee behavior & accountability, enabled by CC skills. (真正驱动力: 员工行为)
Relationships: Success depends on how disagreements are handled. (人际关系: 成功取决于处理分歧方式)
Markman's Research: Patterns predict divorce; skills training improves outcomes. (马克曼研究)
Personal Health: Poor handling impacts immune system, illness recovery (Melanoma study). (个人健康: 影响免疫系统、疾病恢复)
Summary (小结)
Definition recap. (定义回顾)
Consequences of failure, benefits of success. (失败后果, 成功益处)
Skills are learnable. (技巧可学)
Chapter 2: 掌握关键对话 (Mastering Crucial Conversations)
Introduction & Research Background (引言与研究背景)
Quote: Martin Luther King Jr. (沉默时悲剧开始)
Identifying Opinion Leaders: Found individuals highly effective in tough situations. (识别意见领袖)
The Case of Kevin (凯文案例)
Scenario: Challenging CEO's flawed plan respectfully and honestly. (场景: 挑战CEO)
Outcome: Successful dialogue, better decision. (结果: 成功对话, 更好决策)
The "Fool's Choice" (傻瓜式选择)
Dilemma: Speak up & offend OR stay silent & suffer bad results. (困境: 直言伤人 vs. 沉默受损)
Masters Reject It: Aim for "AND" not "OR." (高手拒绝: 追求“和”)
Kevin's Mindset: How to be 100% honest AND 100% respectful? (凯文心态: 如何既诚实又尊重?)
Dialogue Defined (对话定义)
The Secret: Free flow of relevant information. (秘诀: 信息自由交流)
Definition: Free exchange of meaning between people. (定义: 观点的自由交流)
Shared Pool of Meaning (共享观点库)
Concept: Collective understanding created when people share safely. (概念: 安全分享形成集体理解)
Benefits:
Better Choices: Access to more info = higher group IQ. (更好选择)
Synergy: Whole > sum of parts. (协同效应)
Commitment: Understanding leads to buy-in. (统一意见与承诺)
Poor Handling = Games: Silence (Mute, Cold War) or Violence (Control, Label, Attack). (处理不当 = 玩游戏)
Skills are Learnable (技巧可学)
Book provides tools derived from observing masters. (本书提供工具)
Bobby's Story (鲍比的故事)
Applying skills learned before deployment repaired family relationships. (应用技巧修复家庭关系)
Book's Goal Recap (本书目标回顾)
Provide skills for environment, speaking, listening, acting. (提供各项技巧)
Chapter 3: 从 “ 心 ” 开始 如何确定目标 (Start with Heart)
First Principle: Start with Heart (第一原则: 从心开始)
Focus on yourself first; you can only control you. (先关注自己)
The Disney Restroom Example: Sisters lose sight of goal (using toilet) in conflict. (迪士尼卫生间例子)
Focus on What You Really Want (关注你的真实目的)
Common Mistake: Motives shift under pressure (win, punish, keep peace). (常见错误: 动机在压力下改变)
Greta the CEO Example:
Initial reaction to criticism: Defensiveness, anger. (最初反应: 防御、愤怒)
Refocusing Question: "What do I really want?" (重新聚焦问题: 我真正想要什么?)
Realization: Want commitment to cost-cutting -> sees critic as ally. (意识到真正目的->视批评者为盟友)
How to Refocus: (如何重新聚焦)
Ask clarifying questions: Want for self? Others? Relationship? (问澄清问题)
Ask: How would I behave if I wanted these results? (问: 为达目的该如何行动?)
Benefits: Finds bearing, calms physiology. (好处: 定位方向, 平复生理)
Refuse the Fool's Choice (拒绝傻瓜式选择)
Recognize false dichotomies (speak truth vs. keep friend). (识别错误二分法)
Brent vs. Royce Example: Brent chose harsh truth (violence). (布伦特例子: 选择暴力)
Search for the "AND" option. (寻找“和”选项)
Use Contrasting: (使用对比说明)
State what you DON'T want. (说明不想要的)
State what you DO want. (说明想要的)
Combine into an "AND" question to find creative solutions. (合并为“和”问题寻找方案)
Summary (小结)
Start with self. (从我做起)
Focus on true purpose. (关注真实目的)
Refuse Fool's Choice using Contrasting. (用对比法拒绝傻瓜式选择)
Chapter 4: 注意观察 如何判断对话氛围是否安全 (Learn to Look)
Need for Dual Processing (双路处理需求)
Watch Content (the what) AND Conditions (the how/atmosphere). (观察内容和氛围)
Difficult under stress. (压力下困难)
What to Look For (观察什么)
When conversation turns crucial. (对话何时变关键)
Signs of lack of safety (Silence or Violence). (缺乏安全信号: 沉默或暴力)
Your own style under stress. (你的压力应对风格)
Learn to Spot Crucial Conversations (识别关键对话)
Recognize your cues: Physical, emotional, behavioral. (识别你的信号: 生理/情绪/行为)
Learn to Look for Safety Problems (识别安全问题)
Safety is paramount for dialogue. (安全至上)
Key Insight: Defensiveness stems from lack of safety, not content. (关键洞见: 防御源于不安全)
Challenge: Reframe attacks as signs of unsafety -> enables focus on restoring safety. (挑战: 将攻击视为不安全信号)
Silence and Violence (沉默和暴力)
Silence Types: Masking, Avoiding, Withdrawing. (沉默类型: 掩饰, 逃避, 退缩)
Violence Types: Controlling, Labeling, Attacking. (暴力类型: 控制, 贴标签, 攻击)
Look for Your Style Under Stress (识别你的压力风格)
Self-monitoring is hard but crucial. (自我监控困难但关键)
Style Under Stress Assessment: Tool for self-awareness. (压力风格测试工具)
Tom's Story (汤姆的故事)
Demonstrates recognizing own poor style and changing through CC principles. (展示认识并改变自身风格)
Summary (小结)
Look for crucial moments, safety problems, your style. (观察关键时刻、安全问题、自身风格)
Chapter 5: 保证安全 如何让对方畅所欲言 (Make It Safe)
Stepping Out, Ensuring Safety, Stepping Back In (暂停, 保障安全, 返回)
When safety threatened, pause dialogue, restore safety, then return. (安全受胁时暂停->恢复->返回)
Yvon & Jotham example: Need to address Jotham's sarcasm by building safety. (伊芳和约坦例子)
Identify the Safety Issue: Mutual Purpose or Mutual Respect? (识别安全问题: 共同目的或互相尊重?)
Mutual Purpose (共同目的)
Entry condition for dialogue. (对话启动条件)
Do others believe you care about their goals? Trust your motives? (对方是否相信你关心其目标?)
Signs at Risk: Arguments, defensiveness, accusations. (风险信号: 争执, 防御)
Finding it: Frame issue around their interests. (寻找方法: 从对方利益出发)
Mutual Respect (互相尊重)
Continuance condition for dialogue. (对话持续条件)
Do others believe you respect them? (对方是否感到被尊重?)
Signs at Risk: Emotional outbursts, defensiveness. (风险信号: 情绪爆发, 防御)
Finding it: Focus on shared humanity, empathy. Understand, don't excuse. (寻找方法: 关注共同人性, 共情)
Manufacturing Strike Example: Finding common goals restored respect. (罢工例子)
Restoring Safety Skills (恢复安全技巧)
Apologize: When you are wrong and violated respect. Must be sincere. (道歉: 当你错了且破坏尊重时; 需真诚)
Contrast: To fix misunderstandings of purpose/intent. Use Don't/Do statement. (对比: 修复误解; 用“否定/肯定”陈述)
Create Mutual Purpose (CRIB): When goals differ. (创建共同目的(CRIB): 当目标不同时)
C - Commit to seek mutual purpose. (承诺寻找)
R - Recognize purpose behind strategy. (识别策略背后目的)
I - Invent a mutual purpose. (开发共同目的)
B - Brainstorm new strategies. (构思新策略)
Dr. Jerry's Story (杰瑞医生的故事)
Used contrasting and found common purpose to resolve doctor conflict. (用对比和共同目的解决冲突)
Summary (小结)
Step out, identify risk (Purpose/Respect), use Apology/Contrast/CRIB. (暂停, 识别风险, 使用道歉/对比/CRIB)
Chapter 6: 控制想法 (Master My Stories)
Emotions Don't Just Happen (情绪并非无中生有)
You create your own emotions via your stories (interpretations). (你通过想法创造情绪)
You can master emotions or be captive to them. (可掌握或被俘虏)
Maria's Story: Colleague takes credit -> Maria tells story (sexism) -> Feels angry -> Acts out (sarcasm). (玛利亚故事)
The Path to Action (行为方式模型)
See/Hear (Facts) -> Tell Story (Interpretation) -> Feel (Emotion) -> Act (Behavior). (见/闻 -> 想法 -> 感受 -> 行为)
Stories happen instantly, often unconsciously. (想法瞬间无意识产生)
Skills for Mastering Stories: Retrace Your Path (掌握想法技巧: 回顾模式)
Work backward: Act -> Feel -> Story -> See/Hear. (反向回溯)
Notice Behavior (Am I silent/violent?). (关注行为)
Identify Feelings (What emotions?). (识别感受)
Analyze Stories (What story creates emotion?). (分析想法)
Get Back to Facts (Separate observable facts from subjective stories). Watch for "hot" words. (回归事实: 区分事实与想法; 留意过激措辞)
Three "Clever" Stories (三种小聪明想法)
Victim Stories ("It's not my fault"). Exaggerate innocence, ignore own role. (受害者想法)
Villain Stories ("It's all your fault"). Exaggerate other's flaws/bad intent, use labels, double standards. (大反派想法)
Helpless Stories ("There's nothing I can do"). Justify inaction, often stems from villain stories. (无助者想法)
Why We Tell Them: Sometimes true, excuse responsibility, justify acting against values (言行不一). (为何产生: 有时真实, 推卸责任, 为言行不一辩护)
Tell the Rest of the Story (讲述完整故事)
Turn Victims into Actors (Ask: My role?). (受害者->参与者)
Turn Villains into Humans (Ask: Why would a reasonable person...? Focus on impact). (大反派->正常人)
Turn Helpless into Able (Ask: What do I really want? What can I do now?). (无助者->行动者)
Casey's Story (凯西的故事)
Used skills to manage own stories/emotions and communicate better with troubled daughter. (用技巧管理想法与女儿沟通)
Summary (小结)
Retrace Path, Challenge stories (Victim/Villain/Helpless), Tell the rest of the story. (回顾模式, 质疑想法, 讲述完整故事)
Chapter 7: 陈述观点 (State My Path)
Challenge: Sharing sensitive views safely. (挑战: 安全分享敏感观点)
Need: Confidence, Humility, Skill. (需要: 自信, 谦逊, 技巧)
Motel Receipt Example: How Carol should raise suspicion. (汽车旅馆例子)
STATE My Path Skills (综合陈述法技巧 - S.T.A.T.E.)
S - Share your facts: Start with least controversial, most persuasive. (分享事实: 从事实开始)
T - Tell your story: Explain conclusions based on facts. Be confident but clean up harsh stories first. (说出想法: 解释结论; 先清理负面想法)
A - Ask for others' paths: Invite their perspective. Be humble. (征询观点: 邀请对方看法)
T - Talk Tentatively: State stories as stories, not facts. Use cautious language. Avoid weakness. (试探表述: 将想法表述为假设; 措辞谨慎; 避免软弱)
E - Encourage Testing: Invite disagreement. Make it safe. Mean it. Persist if needed. (鼓励尝试: 邀请不同意见; 要真诚)
Handling Strong Beliefs (处理强烈信念)
Danger: Conviction -> Forcing views -> Poor tactics -> Resistance. (危险: 坚信->强迫->花招->抵制)
Solution: Notice pushing -> Use STATE skills -> Soften delivery, not conviction. (解决方案: 觉察->用STATE->软化表达而非信念)
Lori's Story (罗瑞的故事)
Used STATE and other skills to talk with bipolar daughter. (用STATE与女儿沟通)
Summary (小结)
Use STATE for tough messages or when feeling forceful. (应用STATE)
Chapter 8: 了解动机 (Explore Others' Paths)
Challenge: Re-engaging others from silence/violence. (挑战: 让沉默/暴力者重新参与)
Need to Create Safety: Understand their 'why'. (需要营造安全: 理解原因)
Get Ready to Listen (做好倾听准备)
Be Sincere, Curious, Patient. (要真诚、好奇、耐心)
Ask "Why would a rational person...?" to stay curious. (问“为何理智人会这样?”保持好奇)
Encourage Retracing Their Path (鼓励对方回顾模式)
Help them move from Act/Feel back to Story/Facts. (帮助对方反推)
AMPP Inquiry Skills (AMPP询问技巧)
A - Ask: Invite them to talk. (询问: 邀请对方说)
M - Mirror: Describe their actions/affect non-verbally to encourage sharing feelings. (确认感受: 描述其外在表现)
P - Paraphrase: Restate their story to show understanding. (重新描述: 复述其想法表明理解)
P - Prime: Guess their thoughts/feelings if stuck (use cautiously). (主动引导: 若卡壳则猜测)
Responding: The ABCs (如何回应: ABC)
A - Agree: Find points of agreement and state them clearly. (赞同: 明确一致之处)
B - Build: Agree where you can, then add missing elements. ("Yes, and...") (补充: 先同意再补充)
C - Compare: If views differ, don't say "You're wrong." Compare the two paths. (比较: 若不同则比较双方看法)
Darryl's Story (达里尔的故事)
Used exploring/responding skills in high-stakes negotiation. (在谈判中应用探索/回应技巧)
Summary (小结)
Explore with curiosity/patience using AMPP. Respond with ABC. (用AMPP探索, 用ABC回应)
Chapter 9: 开始行动 (Move to Action)
Challenge: Turning dialogue into action and results. (挑战: 将对话转为行动和结果)
Barriers: Unclear decision-making process, poor follow-through. (障碍: 决策不清, 执行不力)
Dialogue vs. Decision-Making (对话 vs. 决策)
Dialogue ≠ Decision. Input ≠ Authority. (对话是输入, 决策权另计)
Solution: Decide HOW to decide first. (解决方案: 先决定如何决策)
Four Decision-Making Methods (四种决策方式)
Command (命令式)
Consult (顾问式)
Vote (投票式)
Consensus (共识式)
Choosing the Right Method (选择正确方式)
Consider: Who Cares? Who Knows? Who Must Agree? How Many? (考虑因素: 关注者, 知情者, 支持者, 参与人数)
Making Assignments (布置任务)
Need Clarity: Avoid "Everyone responsible = No one responsible." (需清晰: 避免无人负责)
Four Elements: (四个要素)
Who? (Specific names) (行动人)
Does What? (Clear deliverables) (行动目标)
By When? (Deadlines) (行动时间)
How Follow Up? (Check-in plan) (检查方法)
Document Your Work (记录工作)
Record decisions and assignments. Review and hold accountable. (记录并跟进)
Summary (小结)
Decide how to decide. Clarify Who, What, When, Follow-up. Document. (决定决策方式; 明确任务细节; 记录)
Chapter 10: 案例分析 (Case Studies)
(No content provided - Assumed to contain detailed examples)
Chapter 11: 综合应用 (Putting It All Together)
Feeling Overwhelmed & Simplifying (感觉过载与简化)
Two Levers for Change (两大改变法宝)
Preparation Tool: Coaching Table (准备工具: 练习表)
Table 11-1: Links Principles -> Skills -> Coaching Questions. (表11-1: 连接原则->技巧->问题)
Example Application: Sisters Dividing Property (案例应用: 姐妹分房产)
Walkthrough demonstrating application of all 7 principles/skill sets. (演示7大原则应用)
Afton's Story (阿夫顿的故事)
Used CC skills in sensitive UN human rights context. (在UN人权场景应用技巧)
Conclusion: Focus on Results (结论: 关注结果)
Book aims to impact crucial moments for better outcomes. Small changes -> big results. (目标: 影响关键时刻以获更好结果)
Back Matter
Afterword: Authors' Notes on 10 Years of Application (后记: 作者手记)
Quote: William James (改变心态可改变生活)
Context: Authors' reflections and learnings from readers. (背景: 作者反思与学习)
Al's Learnings: Vigilance needed even for small issues; ask right questions; skills empower everyone. (艾尔: 时刻警惕; 问对问题; 技巧赋能)
Joseph's Learnings: Emotions feel real but can be false; negative emotions distort perception; mastering stories changes self/life. (约瑟夫: 情绪虚假性; 负面情绪扭曲看法; 掌握想法改变生活)
Kerry's Learnings: Awareness itself is powerful; start with one key skill/principle; consistent effort matters more than perfection. (科里: 意识本身强大; 从一个关键点开始; 持续努力>完美)
Ron's Learnings: Skills aren't control; view CC as ongoing process, not one-shot; integrate into lifestyle; persistence builds safety over time. (罗恩: 技巧非控制; 对话是持续过程; 融入生活方式; 坚持建立安全)
Appendix A: Author Bios (附录 A: 作者介绍)
Kerry Patterson: Award-winning trainer, researcher.
Joseph Grenny: Speaker, consultant, co-founder of Unitus.
Ron McMillan: Speaker, consultant, co-founder of Covey Leadership Center.
Al Switzler: Consultant, speaker, faculty at U. Michigan Exec Ed.
Appendix B: VitalSmarts Company Info (附录 B: VitalSmarts介绍)
Innovation in training/performance. Helps organizations achieve goals.
Served 300+ Fortune 500 companies. Trained 750k+ globally.
Offers training (CC, Crucial Accountability, Influencer, Change Anything), consulting, research, speaking.
Appendix C: Training Promotion (附录 C: 培训推广)
Advertisement for VitalSmarts training courses.
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