A concept drawn from Kathryn Schulz's book Being Wrong: at the exact moment you are wrong about something, it still feels like being right. The subjective experience of error and the subjective experience of correctness are indistinguishable from the inside — realization that you were wrong only ever arrives afterward, from new evidence or someone else's pushback.
Applied to stakeholder work as a caution against over-trusting your own present confidence: "even if you're right, they have the power — you will not get what you want" unless you stay open to being shown wrong and realign, which is what makes stakeholder management matter more than simply being correct.
Из тем: Stakeholder Power and Trust