In a classic Stanford experiment, people tapped out the rhythm of well-known songs and predicted listeners would name about half of them. Listeners got 3 out of 120.
The tappers could hear the melody in their heads; the listeners heard only knocking. Leaders are in the tapper’s seat every day. They have heard the full strategy many times, in context, with the reasoning attached. Their teams get fragments: one slide, one town hall line, one email.
Economists who first named the effect found that even market incentives only halved it. Knowing about the bias doesn’t remove it — checking does.