By Lois J. Zachary- Principal in Leadership Development Services - Red Tape Limited Associate.

In many ways we are our assumptions. Assumptions give meaning and purpose to who we are and what we do. Becoming aware of the implicit assumptions that frame how we think and act is one of the most challenging intellectual puzzles we face in our lives. Stephen D. Brookfield (1995)

The pace of organizational life is so incredibly swift that we sometimes flutter like butterflies reflexively from one complex situation to another. While we all know that reflexes are not a solid basis for informed leadership practice, we do it anyway. What we should be is more reflective - continuously aware of our assumptions and engaging in the process of checking out these assumptions for their accuracy.

Assumption Hunting² is difficult and challenging work. It means stopping the clock to consider taken-for-granted beliefs about what each bring to what we do. What is it that we say to ourselves or to others to justify our actions?

Assumption Hunting is the lifeblood of vibrant learning organizations. It depends upon leaders who continuously learn about themselves and others. Starting the internal dialogue of Assumption Hunting is easier said than done. One starting place begins with looking at what it is we do and then work backwards asking ourselves: Why do I do that? As an example, think about something you are working on and ask that question. When you answer, dig deeper. Ask yourself WHY again. As you uncover new layers of assumptions, you emerge with a new understanding and more informed leadership practice.

You can begin this process in your organization.

Step One

Start with you team or work group and ask the following questions: What are my assumptions about the task on which we are working? What are the assumptions I hold about the group? What are the assumptions that I make about my role in the process?

Step Two

Check these assumptions out for their validity, moving back and forth between the assumption and feedback. I do this in two ways. When working a team, I begin by laying out the assumption I am making, checking them out - often by asking: Is there anything that I am missing? Are these correct? I move on to explain how them assumptions will inform the outcome, content and processes.

Step Three

Make checking out assumptions part of group processing norms. In addition to the initial introduction about assumptions, at the end of each meeting , ask the group to reflect on its learning’s in writing and share them anonymously with the facilitator. During the next meeting and in each subsequent meeting link their responses to the task at hand and ask if their assumptions are still valid and if not, what is different. Then, explore if and how the agenda needs to be change.

Try applying these same techniques to any group process that has grown stale or is locked into what is euphemistically called "the same old, same old". Ask each member of the team to identify his or her assumptions about the project, the learners and the learning process by itemizing them on post-its. Once the responses are written, post them on the wall and organize them by category. Discuss the list and the implications of the thoughts for the work of the group. It is important to acknowledge all of these assumptions and to note congruencies as well as differences. The next step often is to amend programs of work or agendas. Assumption Hunting is not a some time activity. It is best used to continuously inform practice. Mastery of Assumption Hunting is a prerequisite skill for any learning leaders.