Your manager just told you your idea won't work.
You know it will, you've seen it work. But they're not hearing you and now you're wondering if you explained it wrong or if things may have been lost in translation somewhere.
The reality is you may have actually just ran into belief bias.
It's the mental shortcut where people judge your argument not by its logic, but by whether they already believe the conclusion. If your idea conflicts with what they think is true, their brain dismisses your reasoning before you finish talking.
This shows up everywhere at work - your boss rejecting your new idea to solve a client problem because "that's not how it works here." In strategy meetings where your proposal gets shot down because it doesn't match the team's existing assumptions about the data. In 1:1s where your boss “hears” your concerns but doesn't actually process them.
Researchers tracking young adults in committed relationships found that when someone is very deeply invested in their current view (for example, extremely trusting), they are much more likely to ignore or down-play information that conflicts with that view. In turn, this kind of dismissive tendency predicts greater conflict and lower relationship satisfaction.
In other words: when someone has already committed to a belief (or at work, a mental model, team assumption, or “this is how we do things”), they’re more likely to shut out alternate arguments, even if those arguments are valid. The stronger their prior belief, the harder it is to get through.
So when your manager says “That won’t work” and you’re convinced otherwise, it might not be a flaw in your idea, it may be that you’re bumping up against a deeply held belief and therefore a strong dismissal bias.
Once you recognize this, here's how you can leverage it:
Don't lead with your conclusion. Start with something they already believe is true. Then build from there, one step at a time, until you arrive at your idea. Make it feel like their conclusion, not yours.
Acknowledge their current view first. "I know we've always done X because Y" disarms their defense mechanism. Now they're listening instead of preparing their rebuttal.
Use their language, not yours. If your boss talks about "efficiency," frame your idea around efficiency. If they care about "team morale," lead with that. You're not changing your idea—you're changing the entry point.
Remember, when you fight someone's existing beliefs head-on, you’ll most likely lose, even when you're right.
The goal isn't to win the argument in the room, it's to plant an idea that survives after you leave.
Try this in your next pitch. Start where they are, not where you want them to be.
Did this resonate with you? Forward it on to someone who could use it too. These insights are better when shared.
Cheers, Alex
Disclaimer: I'm a curious researcher, not a licensed psychologist. I study these concepts because I believe understanding how our minds work can help us navigate life more effectively. This content is for educational purposes only and should not replace professional advice. Please consult qualified professionals for personal guidance. Individual results may vary, and readers should use their own judgment when applying these concepts.