I sat in a meeting yesterday with three faculty members from Moody Bible Institute. We were exploring a complex, divisive issue. Each spoke with clarity, grace, and respect, and I felt privileged to partner with such fine and distinguished men. They left the room towering figures in my book.
(1) Assumptions are self-imposed barriers.
(2) You can tell an assumption by its generalized finality. We could never; There’s no way; That won’t fly; Wait till management gets wind of this; It’s the only thing we can do . . .
(3) Heeding assumptions is like making decisions based on rumors. Assumptions and rumors are cut from the same cloth. When an assumption surfaces, trace it to its source and verify it. If it’s true, it’s not an assumption. If it’s false, it’s blocking progress.
(4) When a viable idea is on the table, it should be decided on its own merit.
(5) Keep track of common assumptions. If the same assumptions regularly show up, write them down, solve them, document what’s true, and keep a copy at hand.
(6) To streamline “assumption resolution,” think through who is best suited to resolve each type. Options might include the CEO, the lawyer, the HR department, a consultant, and so on. For quick and easy assumptions, an email should suffice. Moderate examples might entail a phone call or meeting. Complex situations will need time for deliberation.
(7) Assumptions are often rooted in the past. Clearing them up is a good way to refresh and revitalize your company culture. Definitely worth the trouble.