People can look at the same facts and reach different conclusions without either being dishonest. Brains vary: in temperament, risk tolerance, creativity, and how they process information.
The mistake is assuming others think like you. That creates frustration and poor decisions, especially in teams. The better move is to treat differences as design variables. If you know how someone is wired, you can place them where they are most reliable.
I learned to value explicit assessments: strengths, weaknesses, and patterns of error. Not as judgment, but as data. When differences are named, collaboration improves because expectations become realistic.
This principle also applies internally. Know your own wiring. If you repeatedly fail in the same way, it is not moral weakness; it is a predictable pattern. Design around it, and you stop fighting yourself.