We are all prone to assumptions. Our assumptions are based on how we interpret the world combined with deep societal and environmental prejudices. Those assumptions are part of our MAP and can interfere with our work. (Yes, assumptions shape all of your world, but this blog deals specifically with the workplace.)
In short, assumptions can really mess up your ability to manage today’s diverse workforce; not the diversity of race and gender, but rather diversity in MAP.
Mental homogeny can lead to a downward spiral in the corporate world, killing the innovation that’s often sparked by disagreements and “sibling rivalries,” driving out creative minds and promoting boredom.
Mental homogeny is the bastion of lazy managers (it’s self-propagating, too, since managers frequently hire in their own image)—lazy, because it takes little talent and less effort to manage a homogenous group.
Hiring diversity takes courage, because it requires you to hire and manage people with whom you aren’t particularly comfortable.
Learning to do it well offers huge payoffs for both your company, through increased creativity, innovation, productivity, competitiveness, and a broader perspective; and yourself, in greater satisfaction, enhanced opportunities, and increased earning power.
Managing all diversity, mental and otherwise, requires MAP that encompasses either excessive amounts of tolerance and patience, or award-winning acting skills and a championship poker face.
My own MAP prefers the first option, but I’ve known managers who succeeded with the second—although it seemed to me that they had to work a lot harder to do it.
To learn more about how assumptions ruin communications read MAP the spin on your AMS (Assumption, Manipulation, Self-fulfilling prophesy).