BUSINESS STRATEGY
George Kohlrieser, Author, IMD Leadership Professor and Clinical Psychologist
often become metaphorical hostages to unresolved conflicts, tensions, disagreements or entrenched positions. Just as a hostage negotiator must first understand the situation they are dealing with, you must ask yourself these questions:
• What is holding this project hostage?
• Are team members caught in a cycle of blame, disagreement or avoidance?
• Is there a lack of ownership and accountability?
People can become‘ emotional hostages’ to negative experiences, fear, anger or past failures. These psychological states prevent the team from embracing change or working collaboratively toward solutions. The first step in turning around a failing project is identifying this mindset and emotional barriers.
2. Creating a secure base: Leadership that unlocks potential
High performing leaders do not lead through fear and control – they strive to be a secure base that provides psychological safety. In project leadership, as in hostage negotiations, establishing trust and emotional connection is the foundation for resolution.
As a secure base leader, you provide:
• A vision of success that inspires people beyond their immediate frustrations
• Empowerment rather than micromanagement
• An environment of trust, where risks and mistakes can be discussed openly
To do this effectively, you:
• Acknowledge emotions – Conflicts always involve emotions and ignoring them can intensify resistance. Acknowledge frustrations and listen actively
• Use questions to create dialogue – Instead of blaming or dictating solutions, you ask questions like,“ What do you see as the biggest obstacle right now?” or“ What would help you feel more engaged in this project?”
• Find the underlying need – Many conflicts are not about the stated problem but about deeper concerns like recognition, respect or fear of failure
Research from conflict management studies shows that when people feel heard, they become more open to problem-solving. In hostage negotiations, the simple act of listening and understanding can de-escalate a crisis. Honest dialogue can re-engage a disengaged team.
4.‘ Put the fish on the table’: Addressing conflict head-on
The Sicilian fishermen who inspired my metaphor‘ put the fish on the table’, to clean and prepare them for a great fish dinner. The same is true for conflict in organisations. If a failing project is to be saved, the issues must be put on the table – clearly, directly and constructively.
A failing project often triggers a blame culture, where fear of criticism prevents honest conversations. You can counteract this by fostering psychological safety, where individuals feel secure enough to challenge assumptions, admit mistakes, explore alternative solutions and accept feedback.
When you build a secure base, you create resilience. Resilient teams don’ t see obstacles as threats – they see them as challenges to overcome.
3. The power of dialogue: Unlocking stalemates through conversation
Dialogue is more powerful than commands in conflict resolution. You must master the skill of difficult conversations – where concerns are aired honestly, without escalating into confrontation or blame.
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