Il tuo responsabile propone un nuovo modo di lavorare. Tu intravedi già un problema, ma non sai come esprimerlo in inglese senza sembrare scortese. Così dici: «Yes, OK».
La riunione finisce. Tutti pensano che tu sia d’accordo. Ma non è così.
Esprimere disaccordo in inglese non significa soltanto scegliere una frase gentile: significa chiarire la propria posizione e mantenere una conversazione costruttiva.
In questo articolo imparerai a esprimere preoccupazioni e proporre alternative in situazioni di lavoro reali. L’idea è semplice: ACKNOWLEDGE → RAISE → PROPOSE.
La parte pratica è in inglese, così puoi esercitarti direttamente con le espressioni.
Why disagreeing feels harder in English
Under pressure, you may fall back on the phrases you know best, or translate a natural reaction from your own language: ‘No’, ‘That’s wrong’, or ‘It’s impossible’. Sometimes they are accurate; sometimes they sound more abrupt than you intended.
On the other hand, saying ‘Maybe’, ‘I suppose so’, or even ‘Yes, OK’ when you have a genuine concern can sound like agreement. The challenge is to make your position clear while leaving room for a constructive conversation.
Direct or soft? Choose clarity first
‘I disagree’ is correct English. It can be entirely appropriate, especially when the issue needs a clear answer. Politeness doesn’t mean avoiding disagreement or apologising for it.
| Situation | Useful approach |
|---|---|
| A safety, compliance or quality concern | State the risk clearly and directly. Explain what needs checking before work continues. |
| A suggestion you see differently | Recognise the idea and explain your specific concern or alternative. |
| A customer asks for a commitment you cannot confirm | Be clear about what is uncertain; offer a realistic next step, not an unverified promise. |
| You are still checking the facts | Say what you know, what you need to confirm and when you can respond. |
Your relationship, workplace culture and the urgency of the issue all matter. Being diplomatic isn’t the same as making the message vague.
If you need help finding an opportunity to speak before making your point, see our earlier guide on speaking up in English meetings.
Acknowledging another person’s point of view before expressing a different opinion is also a useful communication skill in negotiation (see further reading at the end).
A simple structure: ACKNOWLEDGE → RAISE → PROPOSE
- ACKNOWLEDGE — Show that you have heard the idea: ‘I see why we’d want to launch earlier.’
- RAISE — Explain the concern specifically: ‘My concern is that testing won’t be finished.’
- PROPOSE — Suggest a next step or ask a useful question: ‘Could we review the timeline before confirming the date?’
You don’t always need all three steps. They’re a helpful starting point, not a formula you must follow every time.
Four common situations
1. A deadline that may not be realistic
- I’m a little concerned about the timeline.
- I’m not sure we can complete the checks by Friday. Could we review the schedule?
- If Friday is fixed, we need to review the scope or find additional resources. We shouldn’t skip the required checks.
The last option makes the trade-off clear without suggesting that safety or quality controls are optional. If the deadline creates a genuine risk, state that directly.
2. A decision you would approach differently
- I see the logic, but I’d like to suggest another option.
- Have we considered…?
- I’m not completely convinced. Can I explain why?
A question can invite discussion, but you can still be direct when needed. You don’t have to begin every disagreement with ‘Sorry’.
3. A customer request you cannot promise
- Friday could be difficult. Let me check what we can realistically commit to.
- I’d rather confirm the delivery date before making a promise. Can I come back to you tomorrow?
- What we can offer at this stage is…
A quick ‘Yes, no problem’ is risky when you haven’t checked. An accurate commitment is more useful than a polite but uncertain promise. If the customer’s request is unclear, see our guide to asking for clarification in English.
4. A problem you can see coming
- Can I flag a concern?
- One thing that worries me is…
- I think we could have a problem with… Could we check it before we proceed?
- I might be wrong, but I don’t think this will work as planned.
‘I might be wrong’ can be useful when you’re genuinely unsure, but repeating it when you have solid evidence can weaken an important message.
Want to practise situations like these? Explore our Business English lessons.
Too abrupt, too vague, about right
| Too abrupt for this context | Too vague to communicate concern | About right (clear and constructive) |
|---|---|---|
| That’s a bad idea. | Sorry, maybe it’s just me… | I’m concerned about this option because of the cost. Could we compare alternatives? |
| No, that’s impossible. | Well, we’ll try. | I can’t confirm Friday yet. Let me check the schedule and update you tomorrow. |
| You’re wrong. | OK, yes. (when you disagree) | I see it differently. Can I explain my reasoning? |
These are examples, not universal rules: a direct ‘No’ can be necessary in urgent or high-risk situations. The aim is to be accurate and appropriately clear.
Mini dialogue
A project meeting. The team is planning the launch of a new system.
Marco: So we’re agreed: we launch the new system on the 1st.
Lucía: I see why the 1st makes sense, with the end of the quarter. My concern is training. Half the team hasn’t used the system yet.
Marco: They’ll learn as they go.
Lucía: That might work for some people. But if the support team isn’t ready, customers will notice first. Could we launch with one trained team on the 1st, then roll out to the others once training is complete?
Marco: Hmm. Let me check with operations.
Lucía acknowledges the reason for the date, raises a specific concern and proposes a practical alternative. Her disagreement is unmistakable, even without saying ‘I disagree’.
Practise
Rewrite each response so that it is clear and professional.
- Your manager says: ‘Let’s send the report to the client today.’ You have noticed some errors. First reaction: ‘No, it has mistakes.’
- A colleague wants to cut the weekly meeting to 15 minutes. You think the budget discussion needs more time. First reaction: ‘OK, maybe.’
- A customer asks for a 20% discount. You cannot approve it yourself. First reaction: ‘That’s impossible.’
Possible answers
- I think we should check the report once more before sending it. A couple of the numbers don’t match.
- I’m not sure 15 minutes will be enough for the budget discussion. Could we keep 30 minutes this week?
- That’s more than I can approve myself. Let me check with my manager and come back to you tomorrow.
There isn’t only one correct answer. If you make your concern clear and leave the conversation open where appropriate, you’re on the right track.
Per concludere
Le frasi aiutano, ma in una conversazione reale la difficoltà è scegliere in fretta, sotto pressione.
Ricorda: ACKNOWLEDGE → RAISE → PROPOSE. Esprimi chiaramente la tua preoccupazione e lascia spazio alla ricerca di una soluzione.
Vuoi gestire con più sicurezza le conversazioni difficili in inglese? Durante le lezioni con Rose ti eserciti su situazioni reali del tuo lavoro: riunioni, conversazioni con i clienti e scadenze. Prenota una lezione di prova gratuita di 20 minuti
Letture consigliate
- British Council, LearnEnglish — Agreeing and disagreeingLezione di speaking in inglese con esempi di come riconoscere il punto di vista dell’altra persona mentre si esprime un’opinione diversa.
- Program on Negotiation at Harvard Law School — Negotiation Skills for Win-Win NegotiationsSpiega l’ascolto attivo, il riconoscimento dell’altra parte e l’uso delle domande nella negoziazione.
Vuoi altri consigli pratici di inglese? Iscriviti ai nuovi articoli →