Being right isn't nearly as important as most IT people think. Understanding why that's true is one of the fastest ways to build trust and respect with the non-IT management in your company.
Let's try an example where it's better to be useful than to be right.
Suppose you find out there is a structural problem with your building. It is severe enough that the building could collapse at any moment.
You look up the emergency notification policy in the employee handbook. There's a number to call. You call it and explain the details of what you've discovered. They start asking questions about evidence, as you get frustrated that they're not responding fast enough to this emergency, and why don't they get it?
You pull the fire alarm and everyone leaves the building.
Business Prefers Useful
Executives like to get things done. They got where they are by being good at getting what they want. The respect and respond to that trait in others.
So if you want to be recognized as someone who can get things done, you need to actually get some things done. If excruciating detail is what it takes to convince someone they should listen to you, then use detail. If a convenient metaphor will make your point more strongly, then use one. Of course it will gloss over important details, that's why we use metaphors. They simplify reality in a (hopefully) useful way.
Find a good balance betwee rightness and usefulness, and you will take control of your career like you never imagined you could.