Picture a team of seasoned professionals gathered in a modern conference room, exchanging ideas for a revolutionary project. The atmosphere appears collaborative, with nods of agreement and shared enthusiasm. Yet beneath the surface of this apparent harmony lies an unseen force that can silently disrupt progress: assumptions.
These often-unspoken beliefs about others’ intentions, capabilities, or perspectives can undermine decisions, stifle creativity, and derail collaboration.
Assumptions are as ubiquitous as they are insidious, and their power to shape outcomes makes them a critical, yet often overlooked, obstacle to success.
Leaders who understand the nature of assumptions—and their potential for harm—can take deliberate steps to transform these unseen barriers into opportunities for clarity, trust, and innovation.
The hidden cost of assumptions
In team settings, assumptions manifest in subtle yet impactful ways. They can arise around roles and responsibilities, as when a project manager assumes tasks are clear without explicit discussion, only to face missed deadlines or duplicated efforts.
“Positive assumptions can propel teams forward by fostering confidence and risk-taking. But negative or unverified assumptions must be confronted head-on to prevent them from stifling progress.”
Praveen Purohit, deputy CHRO, Vedanta Resources
Consider a marketing team preparing for a product launch. The team leader assumes the design department will handle all branding, while the designers expect marketing to provide detailed guidelines. The result? A misaligned campaign, delayed timelines, and frustration among team members. Such missteps highlight the costly ripple effects of unexamined assumptions.
These experiences resonate with Praveen Purohit, deputy CHRO, Vedanta Resources, who reflects on a formative moment early in his career. As a trainee, Purohit found himself paralysed by self-doubt, assuming his manager wouldn’t have time for him or that his input might be unwelcome. His manager’s straightforward advice — “Do what you’re told and avoid unnecessary assumptions”— became a cornerstone of his professional philosophy.
“Positive assumptions can propel teams forward by fostering confidence and risk-taking,” says Purohit. “But negative or unverified assumptions must be confronted head-on to prevent them from stifling progress.”
The assumption trap: Perceptions and bias
Anil Mohanty, chief people officer, DN Group, underscores how assumptions often stem from superficial perceptions. “You might assume someone is disinterested or not working hard based on limited interactions or hearsay,” he explains. Such snap judgments can lead to unfair treatment, missed opportunities, and strained relationships.
“You need a level of comfort to interact, mix, and open up. Once you do, you’ll discover the real potential of your team—and yourself.”
Anil Mohanty, chief people officer, DN Group
Mohanty recounts a scenario where a manager, influenced by a colleague’s comment, assumed a team member was disengaged. This perception led to fewer assignments for the employee, inadvertently validating the manager’s bias. Breaking this cycle, he argues, requires proactive dialogue and an investment in understanding individuals beyond surface-level impressions.
Cultural and generational differences further complicate matters. Younger employees may prefer digital communication and flexibility, while older colleagues might value structured routines and face-to-face interactions. Misinterpreting these preferences as laziness or rigidity fuels conflict. Similarly, personality differences can exacerbate misunderstandings. Extroverts may view introverts as disengaged, while introverts might see extroverts as overbearing.
Bridging the divide: Building clarity and trust
To address assumptions, organisations must foster a culture of clarity, inclusivity, and trust. Leaders play a pivotal role in setting the tone. “Managers must provide consistent guidance and reassurance,” Purohit advises. Words like, “If your intent is correct, you’ll have my support,” can create a sense of psychological safety—the cornerstone of open communication and collaborative problem-solving.
Psychological safety encourages team members to challenge assumptions constructively rather than accepting them at face value. For instance, before acting on a belief about customer preferences, a team might ask: Do we have data to support this assumption?
Mohanty advocates for creating safe spaces where employees feel comfortable voicing doubts and seeking clarification. “Fear of judgment often leads to miscommunication and unmet expectations,” he observes. Regular one-on-one meetings, team discussions, and feedback loops can help dismantle these barriers, ensuring that team members feel heard and valued.
Navigating diversity: Embracing differences
In today’s diverse workplaces, cultural intelligence and inclusivity are vital for bridging the gaps assumptions create. Leaders can encourage team-building exercises, cross-generational mentoring, and open forums to foster understanding. These initiatives allow employees to appreciate differing perspectives and dismantle stereotypes.
As Mohanty puts it, “You need a level of comfort to interact, mix, and open up. Once you do, you’ll discover the real potential of your team—and yourself.”
Turning assumptions into opportunities
Assumptions, though inevitable, are not inherently negative. Managed thoughtfully, they can spark innovation and trust. “If assumptions are progressive in nature, they can bring new ideas to the table,” says Purohit. “But if they hold you back, they must be confronted.”
By fostering a culture of open dialogue, psychological safety, and mutual respect, organisations can transform assumptions from silent saboteurs into powerful drivers of success. As teams learn to navigate their differences and communicate effectively, they unlock their full potential—paving the way for innovation, trust, and sustainable growth.
