Page 23 - Crucial Conversations

WHAT'S A CRUCIAL CONVERSATION? 5

W e 're under pressure. Let's add another factor. Crucial con­
versations are frequently spontaneous. More often than not, they
come out of nowhere. And since you're caught by surprise,
you're forced to conduct an extraordinarily complex human
interaction in real time-no books, no coaches, and certainly no
short breaks while a team of therapists runs to your aid and
pumps you full of nifty ideas.
What do you have to work with? The issue at hand, the other
person, and a brain that's preparing to fight or take flight. It's lit­
tle wonder that we often say and do things that make perfect sense
in the moment, but later on seem, well, stupid.
"What was I thinking?" you wonder.
The truth is, you were real-time multitasking with a brain that
was working another job. You're lucky you didn't suffer a stroke.
W e 're stumped. Now let's throw in one more complication.
You don't know where to start. You're making this up as you go
along because you haven't often seen real-life models of effec­
tive communication skills. Let's say that you actually planned
for a tough conversation-maybe you've even mentally
rehearsed. You feel prepared, and you're as cool as a cucumber.
Will you succeed? Not necessarily. You can still screw up,
because practice doesn't make perfect; perf e ct practice makes
perfect.
This means that first you have to know what to practice.
Sometimes you don't. After all, you may have never actually seen
how a certain problem is best handled. You may have seen what
not to do-as modeled by a host of friends, colleagues, and, yes,
even your parents. In fact, you may have sworn time and again
not to act the same way.
Left with no healthy models, you're now more or less
stumped. So what do you do? You do what most people do. You
wing it. You piece together the words, create a certain mood, and
otherwise make up what you think will work-all the while