The article discusses the concept of thought leaders in the software development industry and how their advice can be problematic when it is non-contingent, meaning it is not tailored to the specific problem at hand. The author draws on research by Philip E. Tetlock, who found that experts can be divided into two categories: hedgehogs, who have one big idea that they apply to every situation, and foxes, who are more nuanced and skeptical. The author argues that contingent advice, which takes into account the specific context and nuances of a problem, is more valuable than non-contingent advice. The article also explores the challenges of seeking alignment and feedback from various stakeholders in a software development project.