When finalizing a comprehensive business plan at a high level, navigating conflicting stakeholder opinions requires both strategic finesse and a deeper understanding of human dynamics.

At the heart of the issue is not just the difference in perspectives, but often the underlying motivations driving those opinions.

Here’s how you can approach this:

1. Challenge the Ego of Certainty: High-level leaders often anchor their positions in deep expertise, which can create an illusion of certainty. As a consultant, your role is to gently dismantle this ego by posing probing questions: “What if your assumption is only 70% accurate? How does that impact the rest of the plan?” In doing so, you encourage them to reassess the inflexibility of their stance without diminishing their authority.

2. Find the Intersection of Purpose and Profit: Conflicting opinions often stem from divergent priorities—financial gains vs. long-term vision, for instance. Rather than forcing a compromise, help leaders see the intersection where both purpose and profit converge. Present scenarios where mission-driven goals align with profitable outcomes, compelling them to consider that harmony isn’t just possible—it’s essential for sustainable success.

3. Leverage Paradox Thinking: High-level leaders thrive in complexity, and paradoxes are inherent in business. Introduce the idea that both sides of a conflict can be true simultaneously. For example, a risk-averse approach can co-exist with bold innovation if framed correctly. Encourage stakeholders to embrace this paradox, not as a conflict to be resolved, but as a duality to be managed. This will shift their thinking from either/or to both/and.

4. Reframe the Debate in Terms of Legacy: Appeal to their desire to leave a lasting impact. Ask, “How does this decision influence not just the next quarter, but the next generation of leaders within the organization?” High-level executives are driven by legacy, and this reframing encourages them to think beyond immediate conflicts, focusing instead on the long-term implications of their decisions.

5. Use Narrative to Create Empathy: High-level discussions can become overly abstract, losing sight of the human element. Introduce compelling stories—whether from competitors, market shifts, or internal case studies—that humanize the conflict. This technique draws attention to the real-world impact of their decisions, fostering empathy and a more cooperative mindset.

6. Encourage Intellectual Humility: In rooms filled with expertise, intellectual humility can be scarce. Facilitate conversations where leaders are reminded that the strength of an idea lies in its capacity to evolve. Encourage them to express what they don’t know or where their knowledge is limited, creating a space for collaboration rather than competition.

By navigating these high-level conflicts through deeper, more reflective approaches, you transform what might seem like discord into a shared journey towards a higher level of business excellence.