In every organization, you'll encounter colleagues who seem determined to work against you rather than with you. Perhaps it's a peer manager who constantly undermines your initiatives, a department head who blocks your proposals, or a stakeholder who actively campaigns against your projects. These adversarial relationships drain energy, create stress, and limit your ability to achieve your goals. In the HBR Guide to Managing Up and Across, Brian Uzzi and Shannon Dunlap present a powerful framework for transforming these destructive dynamics into productive partnerships through what they call the 3 Rs: Redirection, Reciprocity, and Rationality.

Redirection is the critical first step in transforming a rivalry because it shifts the emotional dynamic from negative to neutral or even positive. When someone views you as an enemy, their emotions—anger, distrust, resentment—cloud every interaction and make collaboration impossible. The goal of redirection is to channel these emotions away from you by highlighting shared concerns, common challenges, or unexpected similarities that create psychological dissonance with their negative feelings toward you.

The psychology behind redirection is fascinating and well-documented. When rivals discover they share something meaningful in common, it becomes psychologically uncomfortable to maintain the same level of hostility. This cognitive dissonance forces them to reconsider their position. Consider this conversation between two managers who have been competing for resources:

• Ryan: I can't believe underwriting shot down our policy proposal again. They're so resistant to change—it's like they're living in the stone age!
• Victoria: I understand your frustration, but what specific concerns did they raise about the policy?
• Ryan: They said something about regulatory compliance and claims exposure, but I think they just don't want to do the extra work.
• Victoria: Actually, I worked with them on a similar policy last year. They caught a compliance issue that would have cost us $2 million in fines. What if we set up a meeting to understand their specific concerns? They might have insights that could make our policy stronger.
• Ryan: I hadn't thought about it that way. Maybe they're trying to protect us from problems we haven't considered.
• Victoria: Exactly. If we approach them as partners who want the policy to succeed safely, rather than obstacles to overcome, we might find a path forward that works for everyone.

Notice how Victoria redirects Ryan's frustration away from personality attacks toward understanding the underlying issues. By sharing a positive past experience and suggesting they assume good intentions, she transforms the conversation into collaborative problem-solving.

Once you've successfully redirected negative emotions, reciprocity helps build positive momentum in the relationship. The principle of reciprocity—that people feel obligated to return favors—is one of the most powerful forces in human psychology. Even small, unsolicited favors create a sense of obligation that can dramatically influence behavior. This principle works even with people who initially dislike you, making it particularly valuable for transforming rivalries.

The key to using reciprocity effectively with a rival is to offer something valuable without immediately asking for anything in return. This approach is counterintuitive because when someone has been working against you, your instinct is to withhold help or demand concessions before offering anything. However, that transactional approach only reinforces the adversarial dynamic. Instead, you need to look for opportunities to provide unexpected assistance that genuinely helps your rival succeed.

Resist the urge to immediately cash in on the obligation you've created. When you do make a request, keep it proportional to what you gave. Furthermore, reciprocity works best when it's tailored to what your rival actually values. Generic gestures like bringing donuts to a meeting might be appreciated, but they won't create the same sense of obligation as solving a real problem they face.

The final step, rationality, transforms temporary détente into lasting partnership by establishing clear, logical reasons for collaboration. After redirection has cooled emotions and reciprocity has built goodwill, rationality provides the framework for an ongoing positive relationship. This is where you make explicit the mutual benefits of working together rather than against each other, creating a sustainable foundation for partnership that transcends personal feelings.

Establishing rationality means having direct conversations about the relationship itself—something many people avoid but which is essential for lasting change. To establish rationality effectively, you need to communicate three key elements clearly and persuasively.

1. Demonstrate the costs of continued rivalry: You must help your rival see how the ongoing conflict wastes time, energy, and resources that could be better spent on achieving mutual objectives.

2. Paint a specific picture of what partnership could look like: This typically involves proposing concrete ways to work together.

3. Establish ground rules and expectations for the relationship: You must agree on how you'll handle disagreements, share information, and support each other's initiatives even when you're not in complete agreement.

Now it's time to practice these powerful techniques in realistic scenarios. In your upcoming activities, you'll apply the 3 Rs framework to transform a destructive rivalry into a productive partnership, experiencing firsthand how redirection, reciprocity, and rationality work together to create lasting change. You'll practice finding commonalities under pressure, offering strategic assistance without appearing weak, and building rational frameworks for collaboration—skills that will serve you throughout your career when dealing with difficult colleagues and organizational adversaries.