When we onboard people to a point of view (/convince), we make an invisible comment on what is right and what is wrong. Convincing can be generalized as sharing a narrative of a future danger hiding in ambiguity, which we can solve with our own version of clarity.
Convincing sells clarity, but a viewer-specific one. It limits points of view and cements expertise, handy in objective matters or ones that require deep factual knowledge (e.g., legal issues), but is always reductive and carries an unbearable opportunity cost elsewhere.
Convincing operates against creativity and limits a diversity bonus. This week, I invite you to find out where you’re propagating your point of view.