COMM050 Difficult Conversations

 
 
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Course Description

We all dread them – having to confront a challenging co-worker, customer, or friend about a difficult and uncomfortable issue. Often we handle the situation very poorly, and it is impossible to completely avoid the person or people involved.

This course offers insights into the multiple layers beneath each conversation and provides advice for handling these difficult exchanges in a manner that addresses the core issues. If you’re interested in improving your communication skills and reducing conflict, this four-week online course will provide strategies to make challenging conversations calmer and more productive.

Course Outline

  • Why conversations are so difficult
  • Consider the sub-text that underlies all difficult conversations
  • Examine the role feelings, identity, and intentions play in our challenging conversations
  • Explore the “learning conversation” and how it makes a difference
  • Examine strategies to successfully negotiate difficult conversations

Learner Outcomes

  • Competencies developed include: communication, relationship & team building, and self-development
  • Learn how to better deal with your emotions and anxiety
  • Develop greater self-awareness and how one contributes to conflict
  • Learn strategies for disarming the impulse to lay blame
  • Practice new strategies for influence
  • Prepare a plan of action for future difficult conversations
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Section Title
Difficult Conversations
Type
Online
Dates
May 06, 2024 to Jun 02, 2024
Delivery Options
Course Fee(s)
Tuition non-credit $795.00
Instructors/Guest Speakers
Section Notes
Course Drop or Withdrawal
A course drop or withdrawal can be requested by students through the Student Portal. Deadline dates for each noted below:
   Drop Deadline: May 8, 2024
   Withdrawal Deadline: May 20, 2024
 
Course Transfer
Students wishing to transfer sections or courses should contact PCS directly for support.

All drops, withdrawals and transfers are subject to the applicable Refund Policy.
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