Abstract
Can you imagine a situation where two people sat side-by-side in the workplace for ten years without uttering one word to each other; not even a hello, good morning, how are you? Not one word! Well, it happened.
Every conversation we have influences — and is influenced by — the relationship that exists between those in conversation. So it’s important to plan, manage, and observe what’s happening in conversations — our own and others’.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
L. A. DeChurch, J. R. Mesmer-Magnus, and D. Doty (2013) “Moving beyond relationship and task conflict: Toward a process-state perspective,” Journal of Applied Psychology, 98(4), pp. 559–78.
S. M. R. Covey and R. R. Merrill (2006) The Speed of Trust: The One Thing that Changes Everything (New York: Free Press).
R. Goffee and G. Jones (2006) Why Should Anyone Be Led by You? (Boston, MA: Harvard Business School Press).
J. Maxwell (1993) Developing the Leader Within You (Nashville, TN: Thomas Nelson).
K. Patterson, J. Grenny, R. McMillan, and A. Switzler (2012) Crucial Conversations: Tools for Talking When the Stakes are High, 2nd ed. (London: McGraw-Hill).
Author information
Authors and Affiliations
Copyright information
© 2015 Tim Baker and Aubrey Warren
About this chapter
Cite this chapter
Baker, T., Warren, A. (2015). Conversations for Building Relationships. In: Conversations at Work. Palgrave Pocket Consultants. Palgrave Macmillan, London. https://doi.org/10.1057/9781137534187_8
Download citation
DOI: https://doi.org/10.1057/9781137534187_8
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-53416-3
Online ISBN: 978-1-137-53418-7
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)