The Invisible Layer: How Assumptions Separate Us from True Reality
One morning, a family member announced they were driving two hours to a dealership for car servicing. When I asked why they wouldn’t check the nearby auto mile, they confidently replied, “Our brand doesn’t have a dealership here.”
It sounded certain, but something felt off. A quick online search showed they were wrong—a dealership had opened just minutes away. What was once true had changed, but they hadn’t updated their belief. We laughed it off, but it made me think: how often do we operate based on outdated assumptions, mistaking them for reality?
The Layer of Assumptions
This situation illustrates an invisible layer we all live with—assumptions that blur us from reality. Beliefs form from past experiences or old knowledge, and while they’re useful shortcuts, they can become obstacles when left unchecked.
In organizations, this layer shows up as outdated processes, rigid strategies, or decisions made because “it’s always been this way.” A team might avoid a market they assume is uninterested, or stick with inefficient systems despite better options. These assumptions can cost opportunities and block progress.
Stripping Down to Fundamental Truths
To overcome this invisible layer and reconnect with reality, here are three practical steps:
- Pause & Ask
Is there anything being stated that may not be the full truth anymore? We’re not trying to catch a lie, instead looking to challenge assumptions and reveal if the context has shifted without our awareness.
- Seek Fresh Perspectives
Bring in new voices or revisit situations with a beginner’s mindset. This helps uncover blind spots that familiarity can hide.
- Validate with Data
Use facts to test beliefs. Whether it’s a quick online search or deeper research, grounding decisions in updated information ensures you’re acting on reality, not outdated perceptions.
By questioning, exploring, and verifying, we can strip away the layer of assumptions and work with the truth. After all, reality is always evolving—are we evolving with it?
Michael Peterson
