Argue the obvious

People don’t necessarily need to hear new, unexpected insights. The obvious can make more of an impact. And surprising insights can backfire: Managers may dismiss them if they don’t reflect existing beliefs. People tend to resist counterintuitive insights even when they have a solid evidentiary basis. But obvious insights cut through resistance. People already accept the obvious as true, so they’re more likely to buy in and act on it.


Fresh packaging can gain attention for well-worn insights. Comparisons that highlight the obvious in surprising ways can spark interest.

From “Do you need to tell people the obvious? Yes, you do. The Surprising Value of Obvious Insights.”