He has held this position for years. When you contradict it directly, he hears: you are wrong. That is an attack on his judgment. He defends instead of listens. This is the Need for Respect pattern.
Practical Techniques
Start With What Is Right
Before you add your view, acknowledge his. Say: “I see the logic there. It worked for a long time.” You are not agreeing. You are showing you heard him. Then you can continue.
Add, Do Not Replace
Say “and” instead of “but.” “I see your point, and I also think the new regulation changes the picture” lands differently than “I see your point, but the regulation makes it impossible.” The word “but” cancels what came before. “And” builds on it.
Aim at the Issue, Not at Him
“The timeline is tight. I am worried we cannot hit June” is a problem to solve. “Your timeline does not work” is a judgment on him. Same information. Different effect. Stick to the situation.
Why This Works
He does not need to win. He needs to know his experience counted. When you validate first, he can think. When you go straight for the contradiction, he has to defend.
You Are Allowed to Disagree
These steps are about how you disagree, not whether you should. If something is wrong, say so. Just start with what you heard, not with what is wrong.
At Work
The most senior man in the room has a different read on the data. You disagree. A direct contradiction in front of the group triggers the defense. Speak to him before the meeting instead. Acknowledge his track record. Then place your difference. Say: “You know this domain better than I do. On this one point I read the data differently.” He can consider it without an audience watching.
More for the workplace: Men Over 50 at Work