The assumptions we nonconsciously carry into the team environment have a fundamental and profound influence on the effectiveness of that team.

What are your team’s working assumptions?

I understand the situation.
You do not.

I have all the information.
You only need some of it.

My beliefs are the truth.
Your beliefs are opinions.

My motives are well-intentioned.
Your motives are questionable.

My behaviours were justified.
Your behaviours left me no choice.

My failings were circumstantial.
Your failings show a lack of character.

I am part of the solution.
You are part of the problem.

These are stark examples we would rarely think with a conscious mind and likely never say. But in moments of stress, which are always happening in “Real Team” dynamics, notice how these base-level assumptions absolutely DO show-up in teaming behaviours:

Stating views without asking for others. Withholding important information. Keeping our feelings and reasonings private. Moving ahead, independently.

Imagine the impact on teaming behaviour and performance if we were to (i) get the above assumptions out in the open, (ii) work together to revise those into a new set of empowering assumptions, and (iii) act in alignment with them. For example:

We work together to create a shared understanding of the situation. We share all relevant information, transparently. We assume good intent. (etc.)

Resetting the working assumptions of the team is not for the fainthearted. It may well induce some difficult conversations and some hard choices!

But consider what drama you want: temporary discomfort (but leading to high-trust relationships, greater alignment, and improved team norms); or artificial harmony (leading to ongoing and systemic issues).