Assumptions and Success

Posted on: July 15th, 2014 by
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Be careful about your assumptions as they may help or hinder your success. If you approach situations with faulty assumptions, you lower your probability of success.

Assumptions affect behavior. If you assume you’ll not do well, chances are you won’t. Your behavior will be influenced and determined by your assumptions. Here are some thoughts about assumptions, behavior and change that you should test against your own reality.

  • All behavior is caused, whether it makes sense to you or not. Find out why someone else’s behavior makes sense to them. Understand the motivation to understand the behavior
  • Resist accepting quick first impressions of people. Your assumptions are most likely wrong.
  • You are what you believe, yet you have choices and alternatives
  • At different times we can either be rational or irrational. Ask yourself what is true?
  • We all want a chance to accomplish something worthwhile
  • We all want recognition and appreciation for our contribution
  • We are sensitive to criticism and yet we want “feedback”
  • We may not want change. We need a compelling reason to motivate us to change
  • We more readily understand people who are more similar to us
  • We aren’t usually motivated to understand people who are a lot different from us
  • Some people don’t practice participate management because they lack the skills and/or they’re afraid of the risk of change
  • On the other hand, some people do not wish to share power at all, with anyone, at any time, for any reason
  • Some of us want and yet are afraid of real responsibilities
  • Sometimes hard working people are working on the wrong things
  • Sometimes people confuse a high level of activity with results
  • In order to survive we will have to change some
  • In order to prosper and reach our personal and professional goals, we will have to learn new things, experience more and change a great deal over time
  • The primary factor for any strategy for change is “time”. The shorter the time for dramatic change, the more traumatic. The longer the time available for change with an effective strategy, the more smooth the change process.

What are some of your assumptions?

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