Kerry Patterson

Kerry is a prolific writer who has coauthored numerous articles and award-winning training programs. Kerry taught at Brigham Young University’s Marriott School of Management and then cofounded Interact Performance Systems, where he worked for ten years as vice president of research and development. Kerry is coauthor of the New York Times bestsellers Change Anything, Crucial Conversations, Crucial Confrontations, and Influencer. Kerry has completed doctoral work at Stanford University. He is a recipient of the Mentor of the Year Award and the 2004 William G. Dyer Distinguished Alumni Award from Brigham Young University.

Zitate

Adilbek Rustemovhat Zitat gemachtletztes Jahr
So we studied over 2,200 projects and programs that had been rolled out at hundreds of organizations worldwide. The findings were stunning. You can predict with nearly 90 percent accuracy which projects will fail—months or years in advance. And now back to our premise. The predictor of success or failure was whether people could hold five specific crucial conversations. For example, could they speak up if they thought the scope and schedule were unrealistic? Or did they go silent when a cross-functional team member began sloughing off? Or even more tricky—what should they do when an executive failed to provide leadership for the effort?
Zerehat Zitat gemachtletztes Jahr
We’re so uncomfortable with the immediate conflict that we accept the certainty of bad results to avoid the possibility of uncomfortable conversation. We choose (at least in our minds) peace over conflict
Zerehat Zitat gemachtletztes Jahr
What do I really want here?’”
Asking this question had a powerful effect on Greta’s thinking. As she focused on this far more important question, she quickly realized that her goal was to encourage these 200 managers to embrace the cost-reduction efforts—and to thereby influence thousands of others to do the same
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