NAVIGATING ASSUMPTION-MAKING FOR
BETTER WORKPLACE RELATIONSHIPS

The Role of Assumptions in the Workplace: The Benefits and Risks

When Assumptions Can Be Valuable

 

In a busy work environment, assumptions allow us to make decisions quickly. They can help us work more efficiently by creating a shared language and understanding, aligning teams, and enabling us to act without constantly analysing every detail. Without assumptions, we might find ourselves stuck in analysis paralysis, unable to deliver on our commitments.
 

For example, assuming that a colleague is familiar with a project’s background, or a process can save time and effort. It allows us to skip over the basics and dive straight into the more nuanced aspects of work. This can be especially valuable when deadlines are tight, and there's a need for quick action.

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The Risks of Assumptions

However, unchecked assumptions can lead to problems. When assumptions are based on limited information, they can distort our perceptions and lead to misunderstandings. More dangerously, if we make assumptions based on stereotypes or biases, we reinforce those biases and contribute to a toxic work culture.

 

For example, assuming that someone is not pulling their weight because they’re quiet or introverted can prevent us from recognising that they’re facing challenges or simply working in a different style.

Assumption-Making in Person-to-Person Relationships

 

At an interpersonal level, assumptions are also inevitable. We all make them - whether positive or negative - about our colleagues, clients, or stakeholders. However, the key to healthy working relationships is not to avoid assumptions altogether but to manage them consciously and reflectively.

When Negative Assumptions Arise

It's natural to make negative assumptions about others’ motives, especially when we feel threatened or frustrated. For instance, when a colleague’s actions delay a project or put extra pressure on us, our brain may quickly jump to conclusions - perhaps assuming that they don’t respect us or are deliberately trying to undermine our work. This reaction often triggers a “fight or flight” response, which can cloud our judgment.

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When we're in this defensive state, we are much more likely to:

• View others' intentions negatively.

• Say or do things we later regret.

• Damage important relationships with colleagues.

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Rather than allowing these negative assumptions to dictate our actions, we can take a more mindful approach.
 

The Power of Pausing: A Better Way to Handle Assumptions
The key to managing assumptions in high-stakes situations is to pause and recognise them without judgment. By taking a moment to breathe and regain emotional balance, we can return to a more neutral state where we can approach the situation with empathy and curiosity.

 

For instance, when negative assumptions about a colleague arise, try asking yourself:
What is my evidence for this assumption? Could there be another explanation? What do I
need to learn before reacting?

 

This process allows us to challenge our assumptions and adopt a more collaborative mindset, reducing the likelihood of conflict and improving our ability to problem-solve together.

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Scenario: Applying the “Suspend and Test Assumptions” Approach

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Let’s consider an example to illustrate how this works in practice.

The Situation

Team member X relies on Team member Y to deliver information promptly for their work. Over time, X becomes increasingly frustrated as the information often arrives late, putting pressure on X to complete their tasks. X begins to build negative assumptions: “Y doesn’t respect my time” or “They’re doing this on purpose to annoy me.” These assumptions, left unchecked, escalate X’s frustration, and can soon lead to a damaging confrontation.

 

The Suspend and Test Approach

Instead of letting these assumptions fester, X notices their emotional response and decides to take a step back. X opts to suspend judgment and test the assumptions with empathy.

X invites Y to a conversation and calmly explains the situation, avoiding blame. X asks some open-ended questions to understand Y’s perspective:

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• “What is the situation like for you?”

• “What are your priorities or time pressures?”

• “How can we better align our processes to meet both of our needs?”

• “When can we meet to review our plan and make improvements?”

This approach opens the door for a more productive conversation. X may learn that Y has been struggling with their own challenges or may not have realised the impact of their actions. Instead of escalating the situation into conflict, X and Y engage in a collaborative problem-solving process that leads to a solution where both parties win.

 

The Outcome

By suspending their assumptions and approaching the situation with curiosity, X fosters a stronger, more positive relationship with Y. They jointly design a more efficient workflow, which reduces frustration and increases productivity. This approach not only resolves the current issue but also strengthens the foundation of their working relationship, making it more resilient to future challenges.

 

Conclusion: Turning Assumptions into Opportunities for Growth

Assumptions are a natural part of being human, but they need to be handled with care, especially in the workplace. While assumptions can help streamline decision-making and improve efficiency, they can also lead to misunderstandings and conflict if left unchecked.

The key is to recognise when assumptions are driving our actions, particularly in person-to-person interactions, and to pause before reacting. By testing assumptions with empathy, curiosity, and open dialogue, we can turn potential conflict into collaboration. This not only improves our relationships with colleagues but also contributes to a more
innovative, supportive, and productive work environment.

So, the next time you find yourself jumping to conclusions, try suspending your assumptions and seeking a deeper understanding. You might just find that the solution lies in the conversation you haven’t had yet.

 

Call to Action:

What are some assumptions you’ve made in your workplace, and how did/do they shape your interactions?

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Robyn Hill is an accredited mediator, a facilitator and coach of courageous, challenging or necessary conversation professional learning, and a facilitator of important meetings and conversations. She is also the Director of Courageous Conversations NZ.