What to Do When Someone Is Yelling at You, According to Psychologists

Cohen has found the same thing during three decades of mediating workplace disputes and other high-conflict situations. People who are furious are often reacting from a place of frustration, fear, or disappointment, he says—not just the specific event they’re yelling about. Maybe your partner feels taken for granted, or your boss thinks you dropped the ball on an important project. One of the fastest ways to uncover what’s really driving the conflict is to get curious. Ask open-ended questions, listen carefully to the answers, and resist the urge to rebut every point, he advises. “Nothing de-escalates anger as much as listening and validation,” Cohen says.

Think about the last time you were furious. Chances are, you weren’t looking for someone to solve the problem in the first 30 seconds—you wanted to know they understood why it mattered to you. That’s why psychologists often recommend starting with validation—not because it excuses someone’s behavior, but because it helps them feel heard enough to move forward. You’re acknowledging that the person’s feelings make sense from their perspective, not conceding that their behavior or conclusions are justified.

The key is to validate the emotion—not the behavior. “Explosive anger is usually a secondary emotion,” says Arela Agako, a clinical psychologist in Toronto. Underneath the yelling is often something more vulnerable, like a sense of fear, shame, or sadness. A friend who’s furious that you canceled plans at the last minute, for example, might actually be feeling unimportant. Or a spouse snapping about dirty dishes may be reacting to months of feeling overwhelmed. 

Rather than validating the yelling itself, acknowledge what the anger is trying to communicate. You might say, “I can see how important this is to you,” or, “I can see why that would be upsetting.” You’re recognizing the emotion without suggesting the outburst is acceptable.

Agreeing with someone who’s furious at you probably feels like the last thing you want to do. Most of us worry that saying “you’re right” means admitting defeat—or taking the blame for something that isn’t our fault. But experts say that in this context, that’s not what this phrase is about. Instead, it lowers the other person’s defenses enough that the conversation can move forward.

Rod Mitchell, a psychologist in Calgary, Canada, who specializes in anger management, uses a technique he calls “disarming.” The goal isn’t to agree with everything the angry person is saying. It’s to look for the genuine grain of truth in what they’re saying—even if it’s only a small piece of the bigger picture—and acknowledge it out loud. If they’re upset because you were late, for example, you might say, “You’re right that I should have let you know I was running behind.” If they’re frustrated that you forgot to follow through on something, you might respond: “You’re right—that slipped through the cracks.” 

“Anger is often a defensive emotion,” Mitchell says. “Finding a way to agree with the other person is genuinely surprising to them.”

Cohen sees the same dynamic in mediation. If someone is angry because you missed a deadline, for example, acknowledge the impact before explaining yourself. “You’re right,” you might say. “I should have delivered it on time.” Only then should you offer context or explain what got in the way. Acknowledging one true thing often makes people much more willing to hear the rest of what you have to say. 

When someone starts shouting—your partner raising their voice across the dinner table, a customer yelling across the counter—it’s natural to want it to stop. That’s why so many people instinctively blurt out a directive to “calm down.” The trouble is that those two words almost never have the intended effect. Rather than hearing them as an invitation to take a breath, angry people often hear them as a judgment about how they’re behaving.

Shahani prefers a different approach: Set a boundary without making the other person feel attacked. Saying “I’m willing to talk, but not if we’re yelling at each other,” for example, communicates that you’re interested in hearing what they have to say—but only if the conversation stays respectful. “It’s an indirect hint, but not a direct criticism of someone’s behavior,” he says. The goal isn’t to win the argument; it’s to create the conditions for having a productive discussion.

One of the biggest mistakes people make during an argument is trying to solve the problem too soon. The impulse comes from a good place: We want to help. But if someone is still emotionally flooded, they’re usually not ready to hear solutions. Instead of listening, they’re often just waiting for another chance to explain why they’re upset.

That’s why Cohen recommends holding off on advice until the other person has had a chance to fully vent. Wait until they’ve explained what happened—and until you genuinely understand their point of view—before considering shifting the conversation toward problem-solving. Otherwise, he says, people tend to ignore your suggestions and simply repeat the thing they were upset about in the first place.

When it feels like the right time to offer an idea, Cohen suggests asking permission first: “I have an idea that might help. Do you want to hear it?” That way, rather than talking at someone, you’re inviting them into a conversation—and once people say yes, they’re more likely to commit to listening.