The following books and articles are recommended for those who wish to deepen their understanding of the concepts covered in this course. Items marked as Highly Recommended are considered essential reading for leadership practitioners.
Stone, D., Patton, B., & Heen, S. (2010) · Penguin Books
A foundational text from the Harvard Negotiation Project. The authors introduce the Three Conversations framework and provide a rigorous, practical guide to navigating conversations about what matters most.
Scott, K. (2019) · St. Martin's Press
Kim Scott argues that the most effective leaders combine personal care with direct challenge. The book offers a practical framework for giving feedback that is both honest and humane.
Stavros, J., & Torres, C. (2018) · Berrett-Koehler Publishers
A practical guide to applying Appreciative Inquiry principles in everyday conversations. The authors demonstrate how generative questions and positive framing can transform the quality of dialogue in organisations.
David, S. (2016) · Avery
Susan David, a Harvard psychologist, presents a research-based model for developing emotional flexibility. The book is particularly relevant for leaders who struggle with avoidance or over-reaction in high-stakes conversations.
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2021) · McGraw-Hill
One of the most widely used frameworks for high-stakes communication. The authors provide a structured approach to maintaining dialogue when emotions run high and opinions differ significantly.
Edmondson, A. (2018) · Wiley
Amy Edmondson's research on psychological safety provides the organisational context within which difficult conversations either succeed or fail. Leaders who create safe environments find that candid conversations become less exceptional and more routine.
Stone, D., & Heen, S. (2014) · Viking
A companion volume to Difficult Conversations, this book shifts the focus to the recipient of feedback. Understanding how people receive and resist feedback is essential knowledge for any leader who must deliver it.
Brown, B. (2018) · Random House
Brené Brown draws on her research on vulnerability and courage to argue that the most effective leaders are those willing to engage in uncomfortable conversations rather than avoid them.
Detert, J. (2021) · Harvard Business Review
A concise, research-backed guide to the specific language patterns that derail difficult conversations, with practical alternatives for each.
Access onlineDavid, S. (2014) · Harvard Business Review
Susan David outlines how leaders can use emotional agility to stay present, curious, and constructive during conversations that trigger strong emotional responses.
Access onlineBuchanan, H. (2017) · Credit Union Management
An accessible exploration of how the martial art of Aikido offers a powerful metaphor for conflict resolution: moving with rather than against the energy of a difficult conversation.
Access onlineHouston, M. (2017) · Lead You First
A practitioner perspective on why leaders who avoid difficult conversations ultimately undermine their own authority and the wellbeing of their teams.
Access online