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¶ … working very closely with the client over the last several weeks to develop an onsite activation plan for one of their major sponsors. Things are smooth in general, but there are some distinct differences of opinion between the client's expectation around what the final product should be, and the reality of dealing with very challenging logistics in order to meet the client's expectations. The client expects you to solve the issues and be on 'their side'. In order to make the client's vision a reality will require that you put a lot of added stress onto your team who would be involved in the process (including creating excess work, long hours, etc.). How and what do you communicate to the client while at the same time respecting the limitations of your internal team's time and resources.
The crux of the issue here is empathizing with both client and team. The client's needs and situation needs to be realized, whilst the team's situation needs to accepted, and both sides need to feel validated and understood.
First and foremost, therefore, the primary techniques...
A facilitator -- possibly I -- will direct the discussion and ascertain that each hears the other's side in a non-judgmental manner and that points are elaborated upon when necessary.
The procedure may be something like the following:
The client will present his situation. The team will then present theirs. The facilitator will summarize and concretize points when necessary. The facilitator, too, will help client and team brainstorm for ways to deal with the dilemma. When each 'side' fuses instead of becoming opposing teams, there is more opportunity for a solution.
The facilitator may be skilled at communication, but, nonetheless, a very narrow and strategic stance needs to be taken here with facilitator being careful to make communication lucid and clear and, even then, not to convey an iota of criticism in his…
Sources
Riggs, C.J. (1983). Dimensions of organizational conflict: A functional analysis of communication tactics. Pp. 517-531 in, Communication yearbook. Newbury Park, CA: Sage.
Thomas, K.W.(1992). Conflict and negotiation processes in organizations. Pp. 651-717 in M.D. Dunnette & L.M. Hough (Eds.), Handbook of industrial and organizational psychology. Palo Alto, CA: Consulting Psychologists Press.
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