A few days ago, a friend of mine turned 47. To celebrate, one of his friends—a mutual acquaintance—came up with what she thought was a brilliant and unique idea. She decided to surprise him with 47 small gifts, each one representing a year of his life. Her enthusiasm was infectious as she carefully selected and wrapped each item, imagining the joy he would feel as he unwrapped them one by one. She was convinced it would be an unforgettable birthday experience, filled with fun and laughter.
However, his perspective was quite different when I later spoke to my friend about his birthday. He shared that while he appreciated the gesture, he found the 47 “useless items” overwhelming and impractical. He had neither the space to store them nor any use for them. Moreover, the process of unwrapping so many packages felt tedious rather than enjoyable. What was intended as a remarkable experience ended up being a source of frustration.
This scenario perfectly illustrates a common pitfall in both our personal and professional lives: the danger of unchecked assumptions. The friend assumed that her idea would be well-received, so much so that she didn’t consider alternative perspectives. Her enthusiasm blinded her to the possibility that what she found delightful might not resonate the same way with someone else.
Now, imagine this dynamic playing out in organisations and teams.
Assumptions in Organisational Contexts
In the workplace, assumptions often underpin decision-making, team dynamics, and project execution. Leaders, for instance, may assume they understand what motivates their employees without seeking sufficient input. Similarly, customer experience or employee experience strategies risk being designed based on assumptions about what customers or stakeholders want, rather than grounded in adequate data and feedback.
It’s important to recognise that we sometimes hold onto beliefs so strongly—often based on past successes—that we fail to adapt to new circumstances. This mindset can close us off to fresh and relevant perspectives in an environment where everything is in constant change. These assumptions, like the 47 small gifts, can lead to outcomes that miss the mark entirely.
Consider these common organisational scenarios:
- Employee Engagement Initiatives: A manager might implement a new recognition programme, assuming it will boost morale, only to find that employees value professional development opportunities more than public accolades.
- Organisational Change Initiatives: A company might roll out a large-scale transformation programme, believing it will streamline operations and improve outcomes, only to discover that employees feel unprepared for the changes and resist the new processes.
- Customer Experience Strategies: A team might redesign a product feature based on their understanding of customer needs, only to receive feedback that the change solved a non-existent problem while introducing new frustrations.
In each case, the root of the issue lies in assumptions made without sufficient input, empathy, or perspective-taking.
Shifting from Assumption to Understanding
So, how can organisations and leaders avoid falling into the assumption trap? Here are some actionable strategies:
- Seek Input Early and Often: Involve employees, customers, and stakeholders in the decision-making process. Conduct surveys, focus groups, and feedback sessions to gather data and truly understand their needs and preferences.
- Test and Iterate: Before fully committing to an idea, pilot it on a smaller scale. Use the insights gained to refine your approach.
- Encourage Open Dialogue: Foster a culture where questioning assumptions is welcomed and encouraged. Teams that value diverse opinions are less likely to be blindsided by overlooked perspectives.
- Reflect and Learn: After implementing a project or initiative, take the time to evaluate its success. What worked? What didn’t? Use these lessons to inform future decisions.
- Engage During Significant Change: Understand employees’ change readiness, concerns, and resistance. By diving deeply into their perceptions, you are likely to uncover valuable insights about the change process itself.
The Power of Awareness
The story of the 47 small gifts serves as a reminder that good intentions alone are not enough. Whether in our personal relationships or professional environments, assuming we know what others value—or what they are saying—can lead to misaligned efforts and missed opportunities. By actively challenging our assumptions and seeking input, we can create experiences, initiatives, and solutions that truly resonate.
In organisations, this shift from assumption to understanding has the power to transform not only teams and leadership but also the overall culture. When teams and leaders learn to navigate differing perspectives with openness and curiosity, they unlock the potential for meaningful collaboration and impactful outcomes.
So, the next time you find yourself enthusiastically pursuing an idea, take a moment to pause. Ask yourself: Am I making assumptions? Have I considered other perspectives? It might just save you—or your organisation—from metaphorically unwrapping 47 “useless items.”
