ASSUMPTIONS & CONTEXT. . .

Frequently the ‘context’ will move an assumption into a ‘right,’ ‘wrong,’ or ‘neutral’ position. For example, most ‘if-then assumptions’ are appropriate depending upon the situation that exists at any given time (the ‘context’). Thus, it is crucial that we seek to understand the conditions that are in place as we strive to understand whether an assumption is ‘right,’ ‘wrong,’ or ‘neutral.’ It seems that too often we believe that an assumption we follow has a much broader range of accuracy than is actually the case; we apply it ‘generally’ when it might well be more helpful – more accurate? – to apply it specifically. Here is a common example (an assumption that I have held to be true in the past). This assumption has been stated by many leaders and you, gentle reader, have probably heard it and you might well hold this assumption to be ‘generally true’ for you as well.

Assumption: When I praise someone for work well done the person being praised will continue to work hard (this is a classic ‘if-then assumption’).

This is rooted in the idea that positive behavior is repeated when praised (acknowledge, recognized, rewarded). The idea is espoused in many leadership manuals and workshops and is generally held to be true (by the leaders and by the led).

‘But wait a minute sparky,’ I say to myself. This assumption might not be relevant for some, it might even prove to be ‘harmful’ for some. What? Consider the following. . .

If the praise is not recognized (affirmed, accepted, acknowledged) as praise. . .then, praise will not have occurred. This idea is rooted in Nel Noddings concept of the ‘Ethic of Care’ where the recipient of the care (in this case the praise) must affirm, acknowledge, or accept the care as care.
If the person does not do so then care (in this case praise) has not occurred.

If the praise given is too public. . .then harm might actually occur. I learned this first-hand during my first trip to Singapore. Many Singaporeans are of Chinese descent and the Chinese have a ‘communal’ culture, not an ‘individual’ culture (as we do in the U.S.A.). By pointing out an individual publically for praise the person can actually be highly embarrassed (even by praising the person in private the specter of the community is always present). It is crucial to understand the ‘context’ (in this case the culture) before one simply praises publically.

If the praise is contradicted by one’s behavior. . .then harm might also occur. This harm is generally manifested by ‘cynicism.’ We know that we tend to believe a person’s non-verbal cues and behavior more than a person’s words. I have observed supervisors, managers, and executives verbally giving praise to a person – or a team – that they did not ‘like’ or ‘respect’ or ‘value’ and their non-verbal communication silenced their verbal praise. One result – unintended I believe – was that the seeds of cynicism were sown or nurtured into life (in some cases the tree of cynicism was already flourishing and the praise simply continue to nurture its growth).

So, uncovering and understanding our assumptions is crucial in many ways and so is the context within which we function. In one context my assumption might hold, in another the same assumption might be harmful. Once again, being awake and aware and intentional and purpose-full become important to us.