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Helping leaders to develop themselves and others
Curated by David Hain
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Why Is It So Hard to Change People’s Minds?

Why Is It So Hard to Change People’s Minds? | Coaching Leaders | Scoop.it
It’s probably happened more than once: You spend a lot of time trying to convince someone that their opinion on a particular issue is wrong. You take pains to make sure your argument is air-tight. But instead of coming around to your point of view, your conversation partner pushes back, still convinced of her ultimate rightness. “What do you mean poor people need social programs? They have the same opportunities as everyone else!” By the end of your debate, you’re faced with the same stalemate you had at the beginning—and your relationship may be feeling the strain.


Why is it so hard to convince others to change their minds?
David Hain's insight:

How (and why) to engage in genuine dialogue rather than playing advocacy ping pong!

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Rescooped by David Hain from Contemplative Dialogue
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Leading From The Heart

Leading From The Heart | Coaching Leaders | Scoop.it
There is a right way and a wrong way to use the head as well as your heart in leadership.

Via Annette Schmeling
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Annette Schmeling's curator insight, March 4, 2013 11:29 AM

Contemplative Dialogue is a way of being that asks that we take a long and loving look at the real. Chris Argyris, Peter Senge, et.al., have given us the Ladder of Inference, and other tools, to be awake and aware and to picture the dignity and worth of each person. Our growth is gauged entirely by our capacity to love and be loved.

As Susan states in this article, "Relationships are built based on respect, growth, cooperation and communication." She also highlights the value of compassion and truth. The emotional connection, and our willingness to be present to the whole person, affirms the sacred worth and value of each and every person.

Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.