Is It Better to Be Right or Wrong? The Importance of Truth in Technology Development
In the fast-paced world of technology, we are constantly pushed to find the next big idea, build the next breakthrough product, or architect a more elegant solution. As professionals, we’re taught to be confident, persuasive, and passionate about our positions—attributes that help us drive projects forward. Yet these same strengths can also become obstacles. Why? Because deep down, many of us harbor a subtle fear of being wrong.
The Human Need to Be Right On a fundamental level, humans crave certainty. The desire to be “right” is often rooted in our need for validation, stability, and status. It’s part of the reason we resist changing our minds, even when the evidence suggests we should. According to cognitive psychologists, our brains naturally gravitate toward information that supports our preexisting beliefs—this is known as confirmation bias. If we are convinced our approach to a technical challenge is correct, we are more likely to interpret new data in a way that reinforces our original viewpoint.
This psychological tendency doesn’t necessarily stem from arrogance; often, it comes from a fear of the unknown. Admitting we were wrong can feel like stepping onto shaky ground, and in professional circles, there’s a perceived risk that such admission will undermine our credibility.
The Reality: We Are Often Wrong Despite our self-assurances, we are frequently mistaken. Product strategies fail, architectural decisions lead to technical debt, and frameworks once heralded as “the solution” become the problem. In a 1999 study by Kruger and Dunning, the “Dunning-Kruger effect” was identified, demonstrating that people with less competence in a domain often overestimate their abilities. While this phenomenon applies broadly, it’s particularly visible in technology—an industry where rapid change can quickly outpace our understanding.
Acknowledge the Wrong, Embrace the Truth The individuals and teams that truly excel in technology aren’t those who insist on always being right, but those who are willing to be proven wrong. They acknowledge their mistakes, reassess their assumptions, and pivot toward better solutions. This growth mindset—popularized by psychologist Carol Dweck—emphasizes learning over ego. In her research, Dweck found that embracing challenges, persisting in the face of setbacks, and seeing effort as a path to mastery leads to higher achievements in the long run.
Building a Culture of Truth-Seeking In the context of product development, truth-seeking cultures emerge where team members feel safe to voice uncertainties, challenge assumptions, and share new insights. Agile methodologies, for example, encourage regular retrospectives. These sessions aren’t just about refining processes; they’re about re-examining truths. Are our metrics telling us what we think they are? Are our users interacting with the product as we predicted? If not, what is the correct interpretation?
By creating a psychologically safe environment—where people trust that admitting error will not tarnish their reputation—leaders can transform their teams into engines of innovation. Google’s Project Aristotle highlighted the importance of psychological safety, showing that teams who felt safe to explore uncertainties and voice differing opinions performed better.
From Personal Resistance to Organizational Gain The benefits of embracing truth extend beyond personal growth. Organizations that encourage truth-seeking behaviors become more resilient. They can adapt quickly, spot market shifts earlier, and innovate continuously. The rapid iteration cycles so common in technology become powerful tools for refining not only the product but also the beliefs that guide its development.
Practical Steps to Embrace Being Wrong:
Conclusion In a field where speed and novelty often overshadow the fundamentals, it’s worth remembering that the most successful teams and individuals are those who value truth over personal ego. By welcoming constructive criticism, challenging deeply held assumptions, and learning to embrace the possibility of being wrong, we become not only more effective technologists but also more resilient professionals. After all, it’s not about whether we start off right—it’s about having the courage to become right by the time we’re finished.