Exploring your own assumptions and beliefs
Assumptions and beliefs about people and purpose are often implicit and they inform the culture of an organisation – they shape how things are done and signal what is valued.
To assume something is to assume it is or may be true, and to act on that basis. It may be a factual or lightly held assumption or a deeper one.
Nancy Kline in her book Time to Think (p.55) helpfully distinguishes three kinds of assumption:
- A fact (e.g. it is Tuesday)
- A possible fact (e.g. our company is about to be taken over)
- A bedrock assumption – a belief – about ourselves, other people, or the way the world works (e.g. other people are basically out for themselves)
It is hard to change a bedrock assumption or belief, but it can be done and the very process of exposing and reflecting on an unquestioned belief or assumption can be energising and liberating
When we challenge people about their assumptions on purpose and profit sometimes what emerges is that they have imbued a received opinion, and sometimes they have a considered belief. Sometimes that belief is based on what they think the law says or economic theory demands. And then some people realise they have just assumed this and are open to shifting their view. Assumptions can then change because a belief changes or new factual information alters it.
Without understanding these shared assumptions and beliefs it is difficult to catalyse change.
Start with exploring your own assumptions and beliefs about people and purpose:
Exercise:
You can do this exercise alone or with a coach.
What motivates you?
- Think of a time when you were thriving at work and felt you were fulfilling your potential – what factors contributed to this?
- Think of a time when you did not feel fulfilled at work – what factors contributed to this?
What assumptions do you make about the people you interact with at work?
- Think about the people you work closely with – what assumptions do you make about what motivates them?
- Think about other people inside your organisation that you do not know personally – what assumptions do you make about what motivates them?
- Think about people outside your organisation that you interact with as part of your work – what assumptions do you make about what motivates them?
How do the commonly held assumptions and beliefs in your organisation impact on your everyday decision-making?
- Think of a recent decision you made – what assumptions and beliefs underpinned it?
- Would you have made a different decision if the commonly held assumptions and beliefs in your organisation were different?
You can download and use this worksheet to record your thoughts: Worksheet – Exploring your own assumptions and beliefs