You can be wrong, but don’t be confused

Keith Parnell

We might be wrong, but we’re not confused.

Of the many translations, I see this as having constructive business conversations between two people of opposite opinions, both having solid platforms.

Take for instance a team conversation involving creatives and engineers. Both have the same goal, but each have different methods of getting to the end.

Each can back intelligently their method, i.e., not confused. But each could also be on a path that won’t ultimately get to the end goal efficiently, i.e., wrong.

The result is a constructive conversation that reaches a well-developed result. Win-win for the team, for the company, for the customer.

We might be wrong, but we’re not confused.