Author John Grisham, a longtime death penalty supporter, had a complete change of heart after a prison chaplain asked, "Do you think Jesus will approve of what we do here?" This shows that a well-posed, self-reflective question can be far more persuasive than a direct confrontation, as it bypasses defensiveness.

A leader won't address their limiting beliefs until they feel a palpable tension. This dissonance arises when their actions conflict with desired results (like a promotion) or their own values. This feeling of 'something's not working' is the essential starting point for genuine change.

Daryl Davis attributes his success not to courage, but to a foundational curiosity about the origins of hate. This mindset shift—'rather than get furious, I got curious'—allowed him to approach people who hated him with a genuine desire to learn, which in turn opened them up to dialogue and change.

Psychologist James Cordova describes the "paradox of acceptance": the less you actively try to change your partner, the more willing they become to change. This requires genuine surrender, as feigning acceptance with the ulterior motive of instigating change is transparent and ineffective.

This simple question is the cornerstone of Daryl Davis's work. It bypasses defensiveness and forces introspection. For former neo-Nazi Jeff Scoop and hundreds of others, it was a 'life-changing' catalyst that made them confront the lack of logic behind their deeply held hatred.

When presented with direct facts, our brains use effortful reasoning, which is prone to defensive reactions. Stories transport us, engaging different, more social brain systems. This allows us to analyze a situation objectively, as if observing others, making us more receptive to the underlying message.

Individuals who have converted from one ideology to another are powerful advocates for their new position. They possess an inherent understanding of the other side's beliefs, can speak authentically about what influenced their change, and serve as credible, relatable evidence that minds can be changed.

Don't just hand your champion a perfectly polished soundbite or business case. The act of creating it together—getting their feedback, edits, and "red lines"—is what builds their ownership and conviction. This process ensures they internalize the message and can confidently sell it on your behalf.

When meeting an influential person with opposing views, effectiveness trumps the need to be 'right.' The best strategy is to suppress personal indignation and identify a shared interest. Propose a policy or idea within that common ground that they might be receptive to and champion as their own.