>I’ve noticed that in nearly every skill tree I’ve climbed, there comes a point where you begin to notice certain nuances of skill that novices not only don’t n

>I’ve noticed that in nearly every skill tree I’ve climbed, there comes a point where you begin to notice certain nuances of skill that novices not only don’t notice, but that you cannot articulate using the commonly accepted vocabulary of the skill. I've encountered this, and what works is re-framing it in terms they'll understand. Things that are universally understood are: time, money, and competition. In this case, the "micro" and "milli" pitch is technical minutiae and is not what I'm referring to when I say "time". These are more effective frames: >If we do this, it will save/cost us months/years/dollars... >If we do this, the performance hit will knock out our competitive advantage, which we'll have to make up for it with something else, which will cost time/money... >This thing is insufficient for our customer's needs, which will cause our customers to seek out competitors, which will cause us to lose money... >This thing is too complex and will require additional training and is error-prone, which will cost us time and money... In addition to those, for every decision you refute, recommend a superior alternative, and again, frame it in terms of time and money. Now, this won't be a one-sided thing, you'll likely get into a conversation, and a lot of "why's" will try to extract that technical minutiae answer from you, which you might want to mention at some point in the exchange, but don't give it up easily, and do not emphasize it. Make sure you continue to emphasize the more convincing frames: time and money.