Project Management

Communicating in Conflict

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Categories: Communication


by Lynda Bourne

One of the realities of project life is every once in a while you are going to become embroiled in a dispute that is emotional and personal. It does not matter how cool and professional you are, you cannot control the other party’s emotions and perceptions — and very often you also need to win the dispute.

In my post Fight or Flight?, I looked at the power of emotions, which can escalate a disagreement into a fight. Now, I want to cover some of the ways to minimize conflict so you can reach a successful outcome. 

When dealing with someone who’s upset and emotional, the first thing to remember is they are not acting rationally and are not interested in optimizing their outcome. It is not uncommon for someone to be far more interested in hurting you than in achieving a mutually acceptable outcome, even if this hurts them as well.

There are a number of tactics you can use to stop the dispute from getting worse. From there, you can hopefully move forward to an outcome you can live with.

Watch What You Say

Always remember: You cannot un-say something or un-send an email. If in doubt: Don’t say or send it! Every communication needs to be crafted from a minimalist viewpoint, conveying nothing more than the necessary information. And you should not respond to provocation. Making statements that can be interpreted as threats will be highly counterproductive.

At the same time, your demeanor needs to remain strong and assertive rather than being too aggressive or too passive.  An aggressive stance simply adds to the fight. If you are too passive, the other side may not feel any need to respect you and break into a bullying mode.

It’s a hard balance to strike. The best practice is to find an impartial mentor who can help you stay calm, collected and review every communication before you send it. The time lag needed to allow the mentor’s review helps you stay in control of your feelings. If you cannot find someone willing to help postpone any action, literally sleep on it — come back to any message in the morning and see if you really need to send it. Very often, a deliberate strategy of doing nothing or saying nothing can break a tit-for-tat cycle of escalation.

Use Time to Your Advantage

When dealing with someone who’s really upset, it may seem like a natural response to offer practical or helpful advice. That will often backfire, however. They will automatically assume you are in the same place they are, and everything you do or say will be interpreted as an attack or a ploy to gain an advantage over them.

The only way around this impasse is to find a third party, who is trusted by the other party, to act as a messenger. But even then, any communication has to be carefully thought through — never in the entire course of human history has anyone ever calmed down and become reasonable just because someone has told them to. You need options that may be rejected in the short term but allow the person ways to move forward once they have calmed down enough to start working toward an outcome. 

Time is a valuable ally. It takes a lot of energy for someone to remain really upset for an extended period of time. Consider Napoleon Bonaparte’s advice to one of his generals: Never interrupt your enemy while he is making a mistake.” As much as possible, control the tempo of the dispute and reduce pressure. If you can identify the other person’s hot buttons — the things that will instantly reignite the full intensity of the dispute — look for ways to avoid them. 

Have an Exit Strategy

Regardless of the other party’s approach, you still need to focus on outcomes and your real requirements rather than positional bargaining and winning at all costs. You need to clearly understand what’s in it for you and when to walk away.

As strange as it seems, really bitter disputes often become the center of the other person’s existence and they cannot see anything else. Therefore, having a number of exit strategies is critically important — your time and energy are valuable resources, and there is no point in fighting a dispute if there’s nothing in it for you. 

Ideally, the exit strategy will allow you to walk away and block the other person’s attempts to keep the fight going. If this is impossible, look for ways to lose elegantly — allow the other side to feel like they’ve won while you haven’t lost too badly. It’s far easier to get into a dispute than it is to get out of one once it is in full swing. Smart negotiators always understand their Best Alternative To a Negotiated Agreement (BATNA). In the type of dispute we are discussing in this post, your BATNA should be the trigger for your exit strategy and every move you make should be planned to keep these strategies open.

Remember, when Napoleon invaded Russia, he won every major battle and still lost his Grande Armée’ and the war — the Russians simply reframed the rules of 18th century warfare.

How do you reframe the rules to help manage this type of emotional dispute? 

Posted by Lynda Bourne on: March 22, 2018 05:39 PM | Permalink

Comments (30)

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Nicely written and presented... excellent statement and advice ". If you cannot find someone willing to help postpone any action, literally sleep on it — come back to any message in the morning and see if you really need to send it. Very often, a deliberate strategy of doing nothing or saying nothing can break a tit-for-tat cycle of escalation"
It is the best strategy ... sleep on it. Do I have really to reply

Thanks for the compliments Kevin. To your last question though, the answer is very often 'yes' you do have to reply...... but the reply has to be crafted towards a solution that you can live with and that needs reflection and a cool head. If your reply is silence this still needs to be part of a strategy to resolve the conflict.

I agree with Kevin, when he says "sleep on it", provided that my action does not create "doubt" in my project management. "to sleep on" it is also an act of management, I must evaluate it in relation to the action "to answer anyway" as one says "weigh the pros and the cons"

it's like diplomacy, not answering, it's also an answer. Or in the journalistic world, when a newspaper writes that information has not been denied, most readers of this newspaper will believe that this "undeniable" information is certainly true or to a lesser degree "credible". As in project management time is very precious, I would rather say that the strategy of "silence" has these limits in the long term, I will limit it to a few hours, the time to think calmly and act immediately, do not forget that it is about a situation of conflict, I prefer the light of the sun with the gray reflections of the clouds which hide it.

I agree Boubakeur that not answering is in itself a response. The problem with the rest of your comment is it is totally inward looking and selfish. The first step has to be regaining control of your emotions (you may have remarkable self-control, but most people do literally need to 'sleep on it'). Once you are in control of your feelings (this is very powerful), the next step in resolving a conflict depends on the other person's feelings and emotions - if you jump in too quickly all that you do is wind them up further and make the solution harder to obtain. Time is only one 'commodity' in trade during a dispute, cooperation from the other party is another and probably far more important.

thank you Lynda for your comments, it's true I realize that there is egoism in my answer. I always take into account the opinion of the other person, for the feelings, they are also important to solve the conflict because one can not do it without it. The conflict has its origin or starting point and the goal is to solve it, the cooperation of the other party is part of the basis of the resolution, but often a decision must be taken quickly, who will be responsible for this decision? decision to resolve the conflict, there are responsibilities for each party, if the blockage persists, especially if the other party does not cooperate, what happens to the progress of the project. What to do?

Good article..Thanks for sharing Lynda..my 2 bits are that you keep an open mind and lend a ear before responding to toxic situations.

Excellent post !!

Thank you Lynda.

One of the most difficult discussion are that ones with your boss. Even when he is wrong, he is right. I'm used to use the exit strategy. I always avoid arguing in the heat of discussion. Your boss will never accept his mistakes during the discussion. it's a waste of time. Normally in the other day, he will think about the discussion and it normally turns into a good conversation.

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