Assumptions Should be Avoided Unless They are Productive
An assumption is an opinion or belief often held without evidence or proof to support it. Assumptions tend to be based on preconceived ideas about certain people, places, things or events. One forms an opinion, consciously or unconsciously, without actually having all the information that a critically thinking individual would require before formulating an opinion on the matter. There are many types of assumptions and they all impact people and their lives in different ways. This paper will describe the various types of assumptions, how they impact us and why we should not make assumptions.
There are three main types of assumptions: 1) paradigmatic, 2) prescriptive, and 3) casual. Paradigmatic assumptions are the most difficult to identify, usually because a person does not know how to identify them. These are assumptions that are ingrained in our worldviews. They inform the frameworks by which a person judges. They can become ingrained in a person’s thinking based on teachings or on ideology that the individual has embraced. Paradigmatic assumptions are typically beliefs that a person holds as true or factual or self-evident.
Prescriptive assumptions are those that pertain to whether a thing is good or bad, or what should or should not happen. They are based on values regarding cause and effect notions. For instance, a prescriptive assumption is that nature rather than nurture is what determines a person’s personality; if one’s biological stock is of good DNA material then one should have a good personality. It does not entertain the fact that one’s views might be too constrictive or narrow.
Casual assumptions tend to be based on prior personal experiences. They are often the easiest to identify. One might have a bad experience in a restaurant one day so will assume that every experience in that restaurant will be similar and will thus avoid that restaurant. This would be an example of a casual assumption (“Identifying and Validating Assumptions”).
Assumptions often go unrecognized, which is why they can be so problematic. People make decisions without even realizing they are assuming something that may or may not be true. Unrecognized assumptions can negatively impact the effectiveness of one’s decision making (Spacey).
Assumptions can also go unstated. For instance, one person on a team might assume another person on the team knows what the other knows. Without communicating the matter to the other person, it...…strategies can be developed ahead of time.
Assumptions are lazy for the most part. A person who spends time in reflection, analyzing his own thoughts about things and looking at his behaviors will begin to see where he is applying logic and where is operating based on assumption. The best way to cure assumptive behavior is to reflect, obtain feedback from others, and engage in critical thinking.
Critical thinking is like sunlight in a field of germs—it dries them. So too does critical thinking cause assumptions to evaporate and disappear. That is simply because critical thinking obliges a person to obtain as much data as possible and to look at it objectively rather than from a standpoint of prejudice or bias. Critical thinkers do not retain or entertain assumptions. If they identify anyone on their team making an assumption they immediately ask that person to prove the belief. They will not tolerate assumptions that might end up being faulty because they know that faulty information can lead a team to making the wrong choice or going in the wrong direction. The best way for a decision to be made is for it to be made through careful analysis of all the…
Works Cited
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“Identifying and Validating Assumptions.” https://quizlet.com/20621786/identifying-validating-assumptions-flash-cards/
Martin, Kirsten, and Bidhan Parmar. "Assumptions in decision making scholarship: Implications for business ethics research." Journal of Business Ethics 105.3 (2012): 289-306.
Spacey, John. “12 Types of Assumptions.” https://simplicable.com/new/assumptions
Turk, Daniel, France Robert, and Bernhard Rumpe. "Assumptions underlying agile software-development processes." Journal of Database Management (JDM) 16.4 (2005): 62-87.
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