When Certainty Gets in the Way of Understanding

People aren’t always afraid of being wrong—they’re afraid of what being wrong costs them. In communication, this fear shows up most clearly when people have already spoken publicly, taken a strong stance, or aligned themselves with a message.

Once words are released, they feel permanent. Walking them back can feel like admitting failure, inconsistency, or weakness, even when new information clearly demands a change.

Psychology offers a useful lens here. Leon Festinger’s theory of cognitive dissonance explains the discomfort people feel when their beliefs conflict with evidence or outcomes.

When someone has invested their voice, reputation, or credibility in a position, that discomfort often leads them to defend the original message rather than revise it. Not because they’re foolish, but because reversing course feels like self-betrayal. This shows up everywhere: in relationships, careers, teams, and, of course, leadership.

“People are motivated to reduce dissonance because it is psychologically uncomfortable,” Festinger said. Yes, and we’ve all experienced it at some point in our lives.

In communication, this can sound like deflection, over-explaining, or doubling down on talking points that no longer fit reality.

This matters because communication isn’t just about being persuasive; it’s about being responsive. Effective communicators adapt. They listen, reassess, and adjust their message when circumstances change, including when someone has made a bad decision.

Yet many conversations—personal, professional, or public—break down because admitting a misjudgment feels more threatening than maintaining clarity. Silence becomes safer than correction, and consistency becomes more valued than accuracy.

Ironically, refusing to revise a message often does more damage than admitting it needs revision. Audiences are remarkably tolerant of honesty but highly sensitive to avoidance. When people sense that a speaker is protecting their image rather than engaging with facts, trust erodes quickly. Clear communication depends not on always being right but on being willing to say, “I’ve learned more,” or “That no longer holds.”

Changing your message isn’t a communication failure—it’s evidence of engagement. It signals that dialogue is ongoing, not frozen in time. In a world where information evolves rapidly, the ability to update your message isn’t a weakness; it’s credibility in action.

(Tim Herrera is the author of “Public Speaking: Simple Steps to Improve Your Skills” and “Mastering Media: Strategies for Effective Communication in the Digital Age.”  You’ll find both Amazon.)