Most difficult conversations don’t go wrong because of the words. They go wrong because of everything underneath them.
On the surface, a difficult conversation often looks simple enough. A discussion about performance, aconversation about salary, feedback that needs to be given, or a boundary that needs to be set.
But if you’ve ever walked away from one of these conversations thinking “That didn’t land the way I expected” or “How did that escalate so quickly?”, you’ve already experienced the iceberg effect.
The Iceberg Beneath the Conversation
What we see and hear in a difficult conversation — the words, the facts, the agenda — is just the tip of the iceberg.
Beneath the surface sits everything that really shapes how a conversation unfolds:
- Emotions
- Assumptions
- Power dynamics
- Past experiences
- Unspoken fears
- Identity and self-worth
- Tone, timing, and body language
These elements are rarely acknowledged, yet they have a far greater impact on the outcome than the words themselves.
Two people can say the same thing, in the same way, and get completely different responses — because what’s happening beneath the surface is different every time.
Why Preparation Often Isn’t Enough
Many people prepare for difficult conversations by focusing on what they’re going to say. They plan their opening line. They rehearse key points. They anticipate objections.
That preparation is useful, but it only addresses the visible part of the iceberg.
What catches people out is what they didn’t prepare for:
- The emotional reaction they didn’t expect
- The defensiveness that shows up in the room
- The sudden shift in tone
- The silence that feels loaded
- Their own physiological response
When that happens, even the best-prepared script can fall apart.
Difficult Conversations Are Human Conversations
At their core, difficult conversations are not logical exchanges. They are human encounters.
They involve identity (“What does this say about me?”), safety (“Am I at risk here?”), and belonging (“Do I still matter?”). When those questions are triggered, often unconsciously, people react before they think.
That’s why conversations can feel charged even when the content seems reasonable. And it’s why attempting to “stay rational” often isn’t enough.
The real skill lies in being able to:
- Read what’s happening beneath the surface
- Regulate your own response in the moment
- Adjust tone, pace, and approach as the conversation unfolds
- Stay present when things feel uncomfortable
These are not skills you learn by reading about them. They’re skills you develop through practice.
Culture Is Built One Conversation at a Time
This is where difficult conversations move beyond individual moments and start to shape organisational culture.
How performance issues are addressed.
How feedback is delivered.
How disagreement is handled.
How safe it feels to speak up.
All of these moments send powerful signals, often unintentionally, about what is valued, what is tolerated, and who holds power.
When difficult conversations are avoided or mishandled, trust erodes quietly. When they are handled with care and emotional awareness, they become opportunities to strengthen relationships rather than strain them.
Practising Below the Surface
The most effective communicators don’t just know what to say. They have developed the ability to navigate what’s happening beneath the surface, in themselves and in others.
That ability doesn’t come from theory alone. It comes from rehearsal. From reflection. From being able to explore different approaches, notice what shifts the dynamic, and build confidence through experience.
When people are given space to practise difficult conversations — not just plan them — they start to develop instincts. They become more adaptable and more attuned to the room.
And when that happens, difficult conversations stop feeling like something to dread or avoid. They become part of how healthy, high-performing teams operate.
Looking Below the Waterline
If difficult conversations feel harder than they should, it’s rarely because you’re bad at them. More often, it’s because most training focuses on the visible part of the iceberg — what to say, the framework to follow, the checklist to remember — and not the powerful human dynamics underneath.
At 1948, we do things differently.
Our work focuses on what really shapes conversations: the emotional undercurrents, the unspoken assumptions, the shifts in tone and pace, and the moments where instinct takes over. We believe knowledge alone isn’t enough. To handle difficult conversations well, people need space to rehearse, experiment, and practise — with real human support — until new skills become instinctive.
Because culture isn’t built in policies or slide decks.
It’s built in everyday conversations, especially the difficult ones.
If you’d like to know about our approach get in touch here.
