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Consensus: From Biases to Buy-in
Monday, 9 Feb, 2015
Consensus: From Biases to Buy-in

When groups seek change – when considering purchasing a new solution, shifting strategies, reorganizing, for example – they need consensus. When families discuss putting a family member in a home, or start-ups decide to seek funding, they need consensus. How do groups achieve an outcome

Avoiding Resistance or Why New Year’s Resolutions Fail
Tuesday, 20 Jan, 2015
Avoiding Resistance or Why New Year’s Resolutions Fail

Every year, with the best will in the world, we make New Year’s resolutions to make some sort of change, like exercising more or eating healthier. We start off with great gusto and determination, yet by February we begin making excuses to avoid the gym, or convince ourselves pizza would be great for dinner. What happens? We’re approaching change in the wrong way. But we can easily make it right.

Sharon Drew Morgen is on the cover of SSE/HR magazine
Friday, 9 Jan, 2015
Sharon Drew Morgen is on the cover of SSE/HR magazine

Read my article on how we can hear each other accurately, and close the gap between what’s said and what’s heard.

Speaker or Listener: Who’s Responsible For Misunderstandings?
Monday, 5 Jan, 2015
Speaker or Listener: Who’s Responsible For Misunderstandings?

here’s been an age-old argument in the communication field: who’s at fault if a misunderstanding occurs – the Speaker communicating badly, or the Listener misunderstanding?
Let’s look at some facts:

What Should Coaches Be Listening For?
Monday, 22 Dec, 2014
What Should Coaches Be Listening For?

A coach’s job is to facilitate potential change, usually by asking questions to identify the components of the problem and decide between solutions while reinforcing the changes and maintaining a trusting relationship. To achieve the excellence that all coaches seek, it’s necessary to avoid the listening filters that could prejudice the interaction, such as:

What Should Coaches Be Listening For?
Sunday, 14 Dec, 2014
What Should Coaches Be Listening For?

A coach’s job is to facilitate potential change, usually by asking questions to identify the components of the problem and decide between solutions while reinforcing the changes and maintaining a trusting relationship. To achieve the excellence that all coaches seek, it’s necessary to avoid the listening filters that could prejudice the interaction, such as: