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Jack Martin Leith's avatar

Roger, thank you for this much-needed article. I've included a link on my webpage 'The imperative of faith and believing without believing'. It's attached to the excerpt "I am against bigotry, regardless of the form it takes. And I have met enough scientists to know that many of them should never be listened to under any circumstance." You'll find the citation next door to Napoleon Hill and next door but one to Nick Cave, which I reckon is a good place to be. URL: https://jackmartinleith.com/faith-and-believing-without-believing.

Felipe Bovolon's avatar

Roger, thank you for this. I had to take a few days to read it and think it through... And the part I kept coming back to is the interrogation rule, and I think that it is even stronger in business than in the example you used it on.

Here is what I mean. In physics or pharmacology, the universe does not care whether you understand it. Intelligibility tells you *nothing* about validity there. But business strategy is different in kind. Every strategic claim is a claim about a human being making a choice. A customer buys or does not buy. That is what the whole thing rests on.

So when your pricing person cannot explain in plain words why the customer will pay more, the problem is usually not your lack of comprehension. It is that there is no actual reason the customer will pay more. The unintelligibility is the finding. In a domain made of human choices, a mechanism nobody can state out loud is usually a mechanism that is not there.

I think that is an even stronger defense of your rule than the incentives argument. Incentives get you a discount. This gets you a real test.

If I can add one other thing, it is that there seem to be two kinds of faux expert, and the rule only catches cleanly one of them.

The first hides behind empty jargon. Your test catches him immediately.

The second is fluent. He has been well-trained by top firms. He explains it beautifully, the story is clean, it's well-structured and answer-first and pyramid-principled, you follow every word, and he is still wrong. He sails right through the test.

At the moment he is mostly selling AI transformation as if it was strategy.

What catches him is a second question, and I think you actually used it in the piece without naming it. You did not just ask them to explain. You asked them to *describe the studies.* In other words: *what would we see if you were wrong?*

So perhaps we should asking two things to self-assured business experts:

1. Explain it to me in my terms, in a way that I actually understand the logic.

2. Then tell me what we would observe in six months if you turn out to be wrong.

The ones who cannot answer the second are not experts. They have no falsifiability, no WWHTBT. They are specialized salespeople, selling a product that can't ever be wrong.

"If the business improves, it's our recommended 'strategy.' If it fails, it was a problem of 'execution.'"

Curious whether that matches your experience with some of the domain experts you have had to integrate across 🙂

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