There’s a cognitive bias that is coming into play when we do this. It’s called the curse of knowledge.55 Once we know something (like we do in this situation, we have a wealth of discovery work that supports our point of view), it’s hard for us to remember what it was like not to have that knowledge. In fact, our conclusions—our roadmaps, our backlogs, our release plans—start to become obvious. We forget that not only are they not obvious to our stakeholders but also that they very likely have their own conclusions that seem obvious to them.
