Too often, we take the status quo for granted and don’t challenge our assumptions about the world around us. This can lead to stagnation and a lack of innovation.
Let’s explore why assumptions exist, the tensions in our teams and how data helps challenge conventional decision-making.
Assumptions are windows
An assumption is something that is taken for granted. It is an idea or concept that is accepted without proof.
Pause for a moment and reflect on what you take for granted in your school or organisation.
We make assumptions all the time when we are trying to understand and assess a situation. They allow us to simplify things and make decisions quickly.
Making assumptions allows us to work more efficiently in teams by saving time that would otherwise be spent re-establishing why our work is important or what process we are using.
It is important to be aware of assumptions because they also lead us astray. If we make assumptions based on faulty information, we may come to the wrong conclusion. When we are trying to communicate with someone, it is essential to understand what assumptions they are making.
Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won’t come in.
Alan Aida
Assumptions can turn into conventions, which can morph into a bias. The actor Alan Aida describes your assumptions as windows that might alter what you see. A muddy lens that needs cleaning.
The how >< why tension
We need to dig deeper into the root cause to challenge assumptions and clean the windows. But, tension exists in our teams between the how and the why question.
People in a ‘how do we do this‘ mindset are content with taking things at face value. They want to move ahead, comfortable with a set of pre-determined agreements, long-held rules or conventional steps.
Those with a ‘why are we doing this‘ disposition explore the fundamental drivers below the surface. They question why things are the way they are and what could be done differently.
It can be challenging to maintain both dispositions simultaneously, as they pull our thinking in different directions.
“Why” questions are at the base because they dig for the essence of or deepest need for your activities. Generating a small number of clear answers can help you move forward together with more velocity.
The key to navigating this tension is to stay in the question for longer.
Don’t be content with taking things at face value; ask why things are the way they are and explore all possible solutions.
At the same time, don’t get bogged down in analysis paralysis; be willing to take action and see how things play out.
By remaining open to new possibilities and ready to take action, we can balance the benefits of both dispositions and create something truly unique.
Use data to counter emotion
It is often said that we are creatures of habit. We tend to make assumptions based on our past experiences, which can lead us down the wrong path. This was certainly true in the case of Billy Beane and the Oakland A’s baseball team; a story shared in the film Moneyball.
In the early 2000s, Beane faced a difficult task as the General Manager. His team was not performing well, and he needed to find a way to turn things around. However, he was working with a limited budget and knew he couldn’t compete financially with teams like the New York Yankees.
So Beane turned to data. He used statistical analysis to evaluate players and looked for players undervalued by other teams. This approach was contrary to the traditional thinking in baseball, which relied on gut instinct and emotional heuristics.
We ultimately wanted to take all the emotion out of our decision-making, and that came, many times, with your own experience.
Beane also hired for different thinkers beyond the sporting convention.
When I hired, I made sure I looked outside at somebody who didn’t have the experience bias with my first, and maybe even one of the best hires I ever had was Paul DePodesta, who was a Harvard Econ major, didn’t play sports, and really, was able to come in and look at things with an eye that wasn’t biased.
Beane’s approach worked. The Athletics have won nine World Series titles, tied for third-most in all of Major League Baseball and became one of the most successful teams in baseball, thanks in part to their innovative use of data.
⏭🎯 Your Next Steps
Commit to action and turn words into works
- Analyse the foundation of your actions, beliefs and assumptions.
- Follow your curiosity and deepen your understanding of alternative perspectives.
- Strike a balance in your discussions between using data and sensemaking from intuition or emotion.
🗣💬 Your Talking Points
Lead a team dialogue with these provocations
- Why are we doing it this way?
- How might we be wrong? What are we missing?
- During the next meeting I want us to call out anytime we hear an assumption.