Bill Eddy

Because on the right-hand page side, we're going to start looking at what are possible solutions. And you really calm people down. I've done this as a media. I've had both people, okay, I want you to write two lists. like business partners. Now say you're trying to decide whether to split up or keep the business partnership.

So I want you both to write a list, what you would do if you split up, wind down the partnership, the steps you'd have to take, and another list, what the steps would be if you could make it work between you. So let's meet in a week and we'll look at your list. Come back a week later, they say, you know what? We both wrote our list.

So I want you both to write a list, what you would do if you split up, wind down the partnership, the steps you'd have to take, and another list, what the steps would be if you could make it work between you. So let's meet in a week and we'll look at your list. Come back a week later, they say, you know what? We both wrote our list.

So I want you both to write a list, what you would do if you split up, wind down the partnership, the steps you'd have to take, and another list, what the steps would be if you could make it work between you. So let's meet in a week and we'll look at your list. Come back a week later, they say, you know what? We both wrote our list.

We immediately called each other and realized we should terminate the partnership, but we have one last big project we want to do together. And we realize now we can go our separate ways in peace. We really have different goals. It's not her fault. It's not her fault. This was two women who worked together. And so writing a list helps. This is all under analyzing, the A of the chorus method.

We immediately called each other and realized we should terminate the partnership, but we have one last big project we want to do together. And we realize now we can go our separate ways in peace. We really have different goals. It's not her fault. It's not her fault. This was two women who worked together. And so writing a list helps. This is all under analyzing, the A of the chorus method.

We immediately called each other and realized we should terminate the partnership, but we have one last big project we want to do together. And we realize now we can go our separate ways in peace. We really have different goals. It's not her fault. It's not her fault. This was two women who worked together. And so writing a list helps. This is all under analyzing, the A of the chorus method.

Having the person make a proposal. Say, make me a proposal. I tell managers, as soon as you can, tell your employees that now that I'm your manager, whenever you bring me a problem, and I want you to bring me problems when they're small, because conflicts that are small are much easier to resolve. Always bring a solution to the problem.

Having the person make a proposal. Say, make me a proposal. I tell managers, as soon as you can, tell your employees that now that I'm your manager, whenever you bring me a problem, and I want you to bring me problems when they're small, because conflicts that are small are much easier to resolve. Always bring a solution to the problem.

Having the person make a proposal. Say, make me a proposal. I tell managers, as soon as you can, tell your employees that now that I'm your manager, whenever you bring me a problem, and I want you to bring me problems when they're small, because conflicts that are small are much easier to resolve. Always bring a solution to the problem.

I want to hear your proposed solution because you know the problem better than I do. You're getting them to think. So high conflict people, I believe, have a bandwidth for problem solving. And some are brilliant heads of companies, inventors, all that stuff. They got a big bandwidth for conflict, but they also have a bandwidth for problem solving. You want to aim at that and bring that out.

I want to hear your proposed solution because you know the problem better than I do. You're getting them to think. So high conflict people, I believe, have a bandwidth for problem solving. And some are brilliant heads of companies, inventors, all that stuff. They got a big bandwidth for conflict, but they also have a bandwidth for problem solving. You want to aim at that and bring that out.

I want to hear your proposed solution because you know the problem better than I do. You're getting them to think. So high conflict people, I believe, have a bandwidth for problem solving. And some are brilliant heads of companies, inventors, all that stuff. They got a big bandwidth for conflict, but they also have a bandwidth for problem solving. You want to aim at that and bring that out.

So that's analyzing. R is for responding. High conflict people, because they blame so much, are always saying, you should have done this, you didn't do that. Our tendency is to argue with high conflict people, and that's a forget about it. You're trying to give them insight, it's not going to work. So instead, give them what we call a BIF response that's brief,

So that's analyzing. R is for responding. High conflict people, because they blame so much, are always saying, you should have done this, you didn't do that. Our tendency is to argue with high conflict people, and that's a forget about it. You're trying to give them insight, it's not going to work. So instead, give them what we call a BIF response that's brief,

So that's analyzing. R is for responding. High conflict people, because they blame so much, are always saying, you should have done this, you didn't do that. Our tendency is to argue with high conflict people, and that's a forget about it. You're trying to give them insight, it's not going to work. So instead, give them what we call a BIF response that's brief,

Informative, just straight information. Don't tell them you're wrong. Just tell them what the information is. And do it in a friendly manner. And have it be firm. Have it end the discussion. Most commonly, BIF responses are in writing. And we teach this as an email method. And we estimate there's about a million people doing BIF now. Because we taught it to about half a million people.

Informative, just straight information. Don't tell them you're wrong. Just tell them what the information is. And do it in a friendly manner. And have it be firm. Have it end the discussion. Most commonly, BIF responses are in writing. And we teach this as an email method. And we estimate there's about a million people doing BIF now. Because we taught it to about half a million people.

Informative, just straight information. Don't tell them you're wrong. Just tell them what the information is. And do it in a friendly manner. And have it be firm. Have it end the discussion. Most commonly, BIF responses are in writing. And we teach this as an email method. And we estimate there's about a million people doing BIF now. Because we taught it to about half a million people.

professionals and individuals. We've got four little Biff books.