Testing assumptions is a smart way to live and work. Why? Interpersonal communication is so jumbled that rarely a message given is received the exact way it was intended. This goes for both verbal and non-verbal communication. Therefore, without testing assumptions of thought, ideas, or intent, one (or more) people may be reacting or operating from faulty information. When enough of these small actions occur from misinformation, bigger problems follow shortly thereafter. So, should we be testing assumptions as part of our day-to-day interpersonal approach? No doubt!
As mentioned previously, interpersonal communication is complicated. Just to demonstrate how complicated, we wanted to review one particular method of communication called the “Transactional Model”. Unlike, the “Transmission Model” where communication is simple and linear between a sender and receiver. Or like the “Interaction Model” where communication is a little more complex and more two-way taking into consideration physical (environment) and psychological (emotion, etc.) contexts. The Transactional Model, “describes communication as a simultaneous, rapidly adapting process between people in which communicators generate social realities within social, relational, and cultural contexts”[1]. In other words, this model states that people don’t just communicate to exchange messages, people communicate to create relationships, form intercultural alliances, shape self-concepts, and engage with others in dialogue to create communities[2]. Is this not what culture is all about? What a crossover between culture and communication! It’s almost one in the same!
Here is a good model that demonstrates the “Transaction Model of Communication”
The model above demonstrates a more complex understanding of context. The interaction model portrays context as physical and psychological influences that enhance or impede communication like the “Interaction Model”. However, where the “Transaction Model” becomes more complex is that communication between people is ultimately a force that shapes our realities before and after specific interactions occur. Also, it accounts for contextual influences outside of a single interaction. The “Transaction Model” takes into consideration social, relational, and cultural contexts within various communication encounters.[3]
Complex, right? Did that confuse you at all? Communication is so complex that scientists and researchers are still actively pursuing answers. This is proof that testing assumptions is the best chance we all have to ensure that the messages given and received are met with the intended purpose
Here’s what happens when people operating together within a culture do not test assumptions. Miscommunications tend to boil over quick, people begin to make ill-informed decisions, tendency for people to become gradually more offended. A bunch of small instances over time will compound the effect and culture will nose-dive. Another interesting thought is that individuals who are chronic at not testing assumptions, may think that their perspective is the only perspective out there. And sometimes, on an extreme case, the only truth. That’s dangerous. It really takes a humbled ego, education, and many learning moments to convert the strong ego to have a chance at thinking in this fashion. Cultures that live, breathe, and always encourage testing of assumptions respectfully (and maybe according to an agreed-upon process) are ones that will have better understandings of interpersonal interchanges.
Let’s get into the real question…. how do you test assumptions? Well, here are a few strategies:
With respect to testing assumptions regarding messages given from a sender.
- Very simply — Ask an immediate follow up question to the one receiving the message. Ask if what you stated was received the way you intended. Do not wait to ask this follow up. Timing should be immediate while the message is still fresh in both minds.
Now, delivery of asking that follow-up question is important. Being conscious of the right tone of voice ensures that the receiver of the messages doesn’t feel slighted. Tone can set people off especially when taking into consideration all the outside factors in the theory of “Transactional Model” of communication. In other words, if the tone of the follow up question from sender is off…. and say.. for example…somewhat direct/aggressive, then the receiver of that message, may feel that they are being given a hard time. Like they are being questioned and pushed around a bit to force understanding.
Conversely, if the tone of voice of the follow up question is too laid back, then the receiver may think it’s not important to be truthful or to provide any feedback at all. In other words, blow the person off.
So strategy number one, ask a follow-up question in the tone of voice that fits the scenario and the individual person.
- Follow-up a few days later to make sure the message stuck as intended. Asking the same type of follow-up questions a couple of days later with test questions, to see reactions of the receiver’s response (body & verbal language). This will ensure that the message was taken in as intended.
With respect to testing assumptions regarding thoughts.
If a person has a follow up thought to a question posed, or a follow up thought to a situation that had just occurred:
- Test the assumption of thoughts to ensure that the potential answer is unbiased and follows the right process to discover it.
For example, when encountering a very complicated problem, it’s important for an individual or a group of people to test their thought assumption on the answer by using various methods of statistical analysis, recognizing any unconscious bias, aggregating individually collected data, and more to ensure that their initial gut thought is vetted out properly. They are testing their assumption of thought.
With respect to testing assumptions regarding decision making:
This is very similar to thought, however, decision-making is the next step of action after thought. One way to test assumptions of decision-making is to start off small and utilize pilots or small decisions that replicate a larger one in the future. In other words, go ahead and observe reactions to small decisions made and see how things play out. It’s almost like a mini-experiment following the scientific process. Are the reactions, feedback, and outcomes positive and successful? Or is it quite the opposite? These early indicators are helpful information to making bigger decisions in the future.
To finalize, a culture that encourages various testing of assumptions, whether it be messages delivered or received, general communication, thought, actions, or decision making is a mature one. That culture has then set itself up for a bright, sustainable, future.
[1] https://open.lib.umn.edu/communication/chapter/1-2-the-communication-process/
[2] ibid
[3] ibid