Uncovering Hidden Assumptions: Practical Tools for Fairer Decisions

How to Reduce Bias and Foster Intellectual Humility in Everyday Choices

Every day, decisions in organizations are quietly shaped by hidden assumptions, those automatic beliefs we rarely question. These mental shortcuts can lead to overlooking qualified candidates, misreading team engagement, or blaming individuals when the real issue is the situation, not the person. To achieve fairer and more effective outcomes, we must develop our critical thinking skills by actively examining the beliefs that drive our choices.

How Biases and Shortcuts Shape Our Thinking

Our brains are wired to make quick judgments. We sort and categorize people and situations almost instantly, an efficiency that sometimes comes at the cost of fairness. Here is how common cognitive traps influence our decisions:

·      Reliance on mental shortcuts: We tag and categorize quickly to save time, but this often leads to overgeneralization.

·      Confirmation bias: We tend to notice what supports our existing beliefs and overlook anything that contradicts them.

·      Fundamental attribution error: We blame people’s character for problems that are actually caused by external circumstances.

·      Stereotypes and implicit biases: Our unconscious expectations can lead to casual prejudice and self-fulfilling patterns.

Two Practical Tools for Fairer Decisions

The Two-Step Pause Test

When you catch yourself making a snap judgment, try this simple routine—either aloud or in your head:

1.     Pause and Name: State your assumption in one sentence: “I’m assuming that X because of Y.”

2.     Evaluate: Ask, “What evidence supports this?” and “What evidence would challenge it?” If you cannot find evidence, treat the assumption as a hypothesis to be tested, not a fact.

The Mini-Detector and Repair Script

To address assumptions in conversations, use this script:

·      Detector: “I want to check an assumption I am making. Can I say it aloud?”

·      Repair: “That assumption may not be true; let us look at the facts or try a different question.”

This approach helps to depersonalize corrections and models openness to learning.

The OODA Loop: A Framework for Adaptive Thinking

The OODA Loop Observe, Orient, Decide, Act is a powerful model for making decisions in fast-changing environments. Developed by U.S. Air Force Colonel John Boyd, it emphasizes the importance of continuous feedback and adaptation. By paying special attention to the “Orient” stage (where our mental models and assumptions are updated), we can make more accurate and fair choices.

1.     Observe: Gather information from all available sources.

2.     Orient: Contextualize what you see through analysis and awareness of your own biases.

3.     Decide: Choose the best course of action based on current understanding.

4.     Act: Implement the decision and observe the results, restarting the loop as needed.

Challenge: Try the Two-Step Routine This Week

Want to put these ideas into practice? This week, pause once when you notice yourself making an assumption. Name it, look for evidence for and against it, and see what you discover. We invite you to share the assumption you found and one fact that challenged it. Together, these small steps can help create a culture of fairness and intellectual humility.

Connect with Dr. Irby

For more insights into ethical strategies and organizational culture, connect with Dr. Irby online:

·      Website: irbyethicalstrategies.com

·      Email: info@irbyethicalstrategies.com

·      Facebook: facebook.com/irbyethicalstrategies

·      Instagram: instagram.com/irby_ethical_strategies

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·      YouTube: http://www.youtube.com/@IrbyEthicalStrategies