Roberta Chinsky Matuson Books

Most difficult conversations are won or lost before the first sentence is ever spoken. Matuson emphasizes that the environment surrounding a conversation matters just as much as the content itself. If trust is low, timing is poor, or the setting feels threatening, even a well-intended message can tr...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work

When people enter a difficult conversation without a clear purpose, they often end up saying more than they mean and accomplishing less than they hoped. Matuson argues that intention is the compass of a productive discussion. If you do not know what outcome you want, the conversation can quickly dri...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work

One of the biggest mistakes in difficult conversations is assuming that listening means waiting for your turn to respond. Matuson treats listening as a leadership discipline, not a passive courtesy. In tense exchanges, people often listen selectively, searching for inaccuracies, interruptions, or op...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work

How a conversation begins often determines how hard it becomes. Matuson shows that framing is not about sugarcoating or manipulation; it is about presenting a difficult topic in a way that is honest, respectful, and focused. People react not only to what is said, but to the narrative implied by the ...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work

Emotions do not ruin difficult conversations; unmanaged emotions do. Matuson reminds readers that workplace discussions are never purely rational, especially when identity, status, fairness, or security are involved. People may feel embarrassed, angry, anxious, disappointed, or blindsided. The chall...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work

Progress becomes possible when people stop seeing the conversation as me versus you and start identifying what both sides care about. Matuson’s principle of finding common ground is especially powerful because it shifts the dynamic from opposition to alignment. Even in conflict, there is usually som...

From Can We Talk?: Seven Principles for Managing Difficult Conversations at Work