The authors also found that those managers with less power and formal authority tended to use this strategy of persistence and redundancy more often. Neeley explained to the HBS Working Knowledge blog: "Those without power were much more strategic, much more thoughtful about greasing the wheel to get buy-in and to reinforce the urgency of the previous communication. Managers without authority enroll others to make sense of an issue together and go for a solution."
This paper reminds me of something that the famous cognitive psychologist Howard Gardner once wrote many years ago. He advocated a strategy that he called redescription as an effective means of persuading others. In his book, Changing minds: The art and science of changing our own and other people’s minds, Gardner explained:
“Essentially the same semantic meaning or content, then, can be conveyed by different forms: words, numbers, dramatic renditions, bulleted lists, Cartesian coordinates, or a bar graph… Multiple versions of the same point constitute an extremely powerful way in which to change minds.”