Helpful Assumptions for Inspiration
It’s not unusual to get caught up in the daily grind – even for those of us who aspire to be more and better. Sometimes we are quick to judge others – and ourselves – without stepping back to think what else something might mean.
Here are some good assumptions to keep in mind.
(These were developed in conjunction with my good friends at Lever/Edge.)
Assume that people want to succeed – they want to do a good job.
Assume that people work best when objectives are clear.
Assume that people who participate in setting some of the objectives are more effective than those upon whom standards have been imposed.
Assume that people want work to be appraised periodically and that they want to know on what they are to be judged.
Assume that people are interested in improving their performance – they want to do better.
Assume that people respond better to challenge than routine.
Assume that the task can be more challenging and that ways can be found to make it so.
Assume that the more nearly the task can be placed on a problem solving basis, the more interesting it will be.
Assume that it is important for people to know why.
Assume that rules and procedures will be accepted and followed if people understand their importance.
Assume people can and want to know more about their task.
Assume that training is a continuous process.
Assume that people can learn by doing.
Assume that people are interested in explanations.
Assume that repeated explanations are usually necessary.
Assume that people will always make errors – they will even make some of the same errors twice.
Assume that there are causes for most errors.
Assume that people are interested in avoiding errors.
Assume that a person who has made an error will accept responsibility for it, if s/he is backed up.
Assume that an over-critical attitude toward people has the effect of nagging.
Assume that people respond better to praise than to discouragement.
Assume that people want to be criticized constructively, and that they respond better to constructive than to destructive criticism.
Assume that people see the problem from their own point of view and that this point of view has merit.
Assume that a person does his best work when he ahs just a little more to do than he has time for.
Assume that you can learn from a group.
Assume that people have “gripes” and they are worth listening to.
Assume that people make suggestions and proposals in good faith. It is easy to puncture a balloon.
Assume that differences in point of view are desirable and that they require objective and patient discussion.
Assume that the leader should listen more than s/he speaks, but is tempted to speak more than s/he listens.
Assume that the members want to be kept informed on group progress and plans.
Assume that a new idea unaccepted is ineffective.
Assume that no one person can have all the answers.
Assume that defensiveness on the part of the leader reduces effectiveness of group members.
