Preface
When we published Crucial Conversations in 2002, we made a bold claim. We argued that the root cause of many—if not most—human problems lies in how people behave when others disagree with them about high-stakes, emotional issues. We suggested that dramatic improvements in organizational performance were possible if people learned the skills routinely practiced by those who have found a way to master these high-stakes, “crucial” moments.
If anything, our conviction in this principle has grown in the subsequent decade. A growing body of research evidence shows that when leaders invest in creating a Crucial Conversations culture, nuclear power plants are safer, financial services firms gain greater customer loyalty, hospitals save more lives, government organizations deliver dramatically improved service, and tech firms learn to function seamlessly across international boundaries.
But we’d be less than honest if we didn’t admit that the most gratifying results we’ve experienced over the past ten years have not come through research numbers, but through the thousands of stories told by courageous and skillful readers who have used these ideas to influence change when it mattered the most. One of the first was a woman who reunited with her estranged father after reading the book. A nurse described how she saved a patient’s life by stepping up to a crucial conversation with a defensive doctor who was misreading the patient’s symptoms. One man masterfully avoided a rift with siblings over a will that threatened to tear the family apart after their father’s death. One intrepid reader even credits her Crucial Conversations training with helping save her life during a carjacking in Brazil.
Multiply these stories by our nearly two million readers and you’ll have a sense of the meaning and satisfaction we’ve derived from our relationship with people like you.
WHAT’S NEW?
We’ve made a number of important changes in this new edition that we believe will make this book an even more powerful resource. Some of the changes help clarify key points, update examples, or strengthen the book’s focus. But the changes we are most excited about include summaries of important new research; powerful reader stories that illustrate key principles; links to fun, memorable, and illuminating videos; and an afterword with new personal insights from each of the authors.
We are confident that these changes will not only improve your reading experience, they will also increase your capacity to turn the printed word into productive habits in your work and personal life.
WHERE NEXT?
We’re thrilled that so many people have responded positively to this work. To be honest, ten years ago we dared to hope the ideas we shared would alter the world. We had great confidence that changing the way people handle their crucial moments could produce a better future for organizations, individuals, families, and nations. What we didn’t know was whether the world would respond as we hoped.
So far so good. It has been immensely gratifying to see so many people embrace the notion that crucial conversations really can make a difference. We’ve been privileged to teach heads of government, business moguls, and influential social entrepreneurs. The day we held in our hands two copies of our book—one in Arabic and one in Hebrew—gave us an even greater sense of possibility. We’ve shared the principles in areas of turmoil and unrest, such as Kabul and Cairo, as well as in areas of growth and influence, such as Bangkok and Boston. With each new audience and each new success story we feel a greater motivation to ensure our work makes a lasting difference.
Thus the new edition.
We hope the improvements in this edition substantially improve your experience with these life-changing ideas.
— Kerry Patterson
— Joseph Grenny
— Ron McMillan
— Al Switzler
May 2011