The Hidden Costs of Assumptions in Public Service

linnearader
May 7
5 min read

Updated: May 27

Part 1 Recap: Why Our Brains Jump to Conclusions

In our first exploration of assumptions, we examined how mental shortcuts infiltrate our daily thinking. We found that these assumptions aren't just casual errors; they are rooted in how our brains function.

Key Reasons We Make Assumptions

Efficiency: Our brains can process only about 50 pieces of information out of the 11 million we encounter every second. Thus, assumptions become necessary filters.
Pattern Recognition: Experiences create mental shortcuts that can mislead us in new situations.
Comfort in Certainty: We fill knowledge gaps with assumptions to avoid the discomfort of ambiguity.
Need for Closure: Our desire to reach conclusions drives us to assume rather than fully investigate.

Through relatable examples—from traffic flaggers to road workers—we illustrated how these psychological mechanisms create false narratives. These narratives can damage trust and create unnecessary tension in our communities.

We concluded Part 1 by suggesting ways to move beyond assumptions, including pausing before reacting and practicing curiosity instead of judgment.

Now in Part 2, we'll delve deeper into the psychology of assumptions, explore their broader impact on communities, and provide practical frameworks for building an assumption-resistant mindset.

The Psychology of Assumptions

We attribute OTHER people’s actions to their personality while we attribute OUR actions as situational based on circumstances.

The Shortcuts That Shape Our Reality

Availability: The availability of information guides our thoughts. We tend to assume that ideas or events that come to mind easily are more common or significant than they are. For instance, if we’ve recently heard about low test scores, we might assume all students are struggling.

Representation: We make assumptions based on how closely something fits the prototype we have in our minds. For example, we build prototypes of people; teachers must be smart and studious. If we see a teacher having fun, it may conflict with what we think.

First Impression: We often rely too heavily on our first impression. When we initially perceive someone as mean, we tend to interpret all their behavior through that lens.

Confirmation Bias: Finding What We're Looking For

Once we form an assumption, we tend to:

Search for information that supports those beliefs.
Disregard evidence that contradicts our assumptions.
Follow paths that align with our assumptions, especially when information is ambiguous.

This self-reinforcing cycle distorts our perception of reality.

Attribution Theory: Why Others Are 'Just Like That'

We attribute others’ actions to their personality, while we view our actions as situational. This is a vital concept in attribution theory.

For example, if someone cuts us off in traffic, we might think they are rude. But if we do the same, we have reasons: we were running late or the driver slowed too quickly.

This leads us to interpret identical behaviors differently, which is quite distorted.

The Hidden Price Tag of Assumptions

When we assume we already have the answer, we stop listening to others and miss crucial feedback that might redirect our course. — When we assume we already have the answer, we stop listening

Having explored why we make assumptions, let's examine the costs involved. One famous quote comes to mind:

"When you assume, you make an ASS out of U and ME" – Unknown.

The Consequences of Assumptions

Damaging Relationships: Assumptions break trust and lead to misunderstandings.
Overlooking Opportunities: Assuming we know everything stops us from searching for new possibilities.
Reinforcing Stereotypes: Assumptions targeting social groups can be harmful.
Critical Decision Errors: Basing decisions on assumptions rather than facts leads to mistakes.
Barriers to Innovation: When assumptions go unchallenged, creativity stalls.

The financial implications of these assumptions don't show on balance sheets, yet they can significantly impact organizations. Teams relying on assumptions misallocate resources, run projects over budget, and struggle with initiatives built on faulty premises. It's common for companies to invest heavily in solutions without fully understanding the problem first.

Over time, these invisible costs compound, leading to inefficiencies that drain productivity and necessitate costly rework. When assumptions form our worldview, they narrow our perspective, creating echo chambers where critical questions go unasked. Each time we assume we have the answer, we stop listening, missing valuable feedback.

The ultimate cost isn't just monetary; it's the wisdom and connections we lose that could help us grow and adapt in our changing world.

Returning to Part 1, we discussed how public service assumptions erode trust. Understanding these personal, professional, and societal costs allows us to explore practical strategies for overcoming this cognitive trap.

Breaking the Assumption Habit: Practical Steps Forward

In an ideal world, we could stop making assumptions altogether. But given that we process only about 50 pieces of information from an overwhelming 11 million every second, it's inevitable that we make some assumptions.

However, we can improve. Here are ways to break free from our habitual thinking:

Cultivate Curiosity

Instead of jumping to conclusions, ask questions. Approach situations with genuine curiosity. View not knowing as an opportunity for growth. When questioning a public organization's use of funds, for instance, ask for clarification rather than assuming misuse.

Practice Reflection

Regularly consider your thinking process. Identify assumptions you are currently making and evaluate past decisions. Did you base these choices on knowledge or assumptions? Reflect on alternative explanations that might alter your decisions.

Seek Contradictory Evidence

Actively look for information that challenges your assumptions. Engage with people who have diverse opinions. Surrounding yourself with individuals who share similar views leads to groupthink. Instead, embrace varied perspectives to expand your knowledge.

Slow Down Your Thinking

We often run on autopilot. Acknowledge when this happens, and take a moment to slow down. Establish a structured decision-making process to guide your important choices.

Assumptions are not entirely negative, but they aren't always beneficial either. They are part of human cognition. By understanding their roots, we can make fewer errors and strengthen our connections. With awareness and new strategies, we can combat harmful assumptions in public service and beyond.

Your Turn: Challenge Your Assumptions

Each time you pause to question your automatic thinking; you're strengthening your critical thinking muscles and opening doors to deeper understanding and connection. — You're strengthening your critical thinking muscles

Now that you grasp the costs of assumptions, I challenge you to apply this understanding. Identify one regular assumption you hold—perhaps about colleagues, community members, or public servants—and test it. Ask questions rather than jump to conclusions. Discover evidence that contradicts your beliefs, and share your findings in the comments below.

Remember, building an assumption-resistant mindset is about progress, not perfection. By challenging your automatic thinking, you strengthen your critical thinking skills and open doors to deeper connections.

Interested in continuing this journey? Subscribe for exclusive insights into improving community relationships and communication. Together, we can create meaningful, assumption-free interactions that benefit everyone.

What assumption will you question first?

As always, spread kindness wherever you go. The world needs your positive mindset!