The reflex in strategy work is to intervene — to propose, to push, to pitch. You see the gap, you have the move, you ship. Most interventions get resisted not because they're wrong but because there's no bridge. No structural connection between what the reader cares about and what you're offering.
Bridges get walked; interventions get resisted. The bridging move names the shared condition first, then offers the next step as continuous with it rather than disruptive to it. This is a discipline, not a softening — the claim survives intact. What changes is the approach.