How We Decide – Assumptions

The human brain is lazy.  It does not like to work very hard.  This is a scientific fact!  Our brain is “programmed” to conserve energy.  This is because it needs to be ready to operate under danger (mostly from the olden days).  Thinking too hard takes energy and uses brain resources that can peg our “CPUs.”  Thus, our brain has devised mechanisms to avoid resource overload.  Hence, we make assumptions all the time.  Assumptions are perceived truths.  They are things we believe to be true, but may not be so.  We presuppose with little or no facts.  We make connections where none may exist.  Stereotyping is a classic form of assumption.  Unchecked assumptions can get us in trouble and make our decisions weak and costly.

When dealing with important matters, it is critical that we keep this important human frailty in mind.  We must examine our own and others’ assumptions before critical choices are made.   Assumptions that have supporting evidence are considered to be warranted assumptions.  Those that do not have supporting evidence are unwarranted assumptions.   When we read there are implicit and explicit assumptions.  We must be vigilant for all assumptions and must surface as many as possible if we are to make the best decision.

While assuming is driven by the brain’s attempt to save energy, it can also become a habitual thing.  The more we assume the more energy the brain saves and the more it wants to save.  That is what habits are—ways for the brain to conserve energy.  To break out of it we need to keep assumptions in the forefront by reminding ourselves and questioning others about it.   Remember, we are looking for false or incorrect assumptions, those without merit or factual basis.

One way to surface assumptions is to use perspectives.  Two popular metaphors for such process are: “Walking in someone else’s shoes” and “wearing someone else’s hat.”

When we look at things from different perspectives we can surface assumptions in ourselves and others.  Another way is to ask questions to clarify needs, wants, beliefs, conclusions, etc.  As a leader, this is one of the most critical roles you can play.  Asking people what they mean by their statements, where they got the facts that led them to a conclusion, etc. can help change habits and force everyone to drop unwarranted assumptions and work to dig facts.  Don’t let the brain be lazy—make it work for the money.

The BEST is Yet to Come!

Epi Torres, CEO