“Lying to ourselves is more deeply ingrained than lying to others.”
– Fyodor Dostoevsky
What types of assumptions cloud our judgement? When we are laser-focused on obtaining an outcome, what sort of thinking might cause us to make a strategic misstep?
There are dozens of varieties of cognitive biases that can distort our logic. One of the most common is to have a tendency to think we know what other people are thinking, or what their mental state is. These forms of bias can result from false reasoning, 
arrogance, ideology, or simply an inability to “walk in someone else’s shoes.”
I work in education, where it is not uncommon to witness a bias known as the “curse of knowledge.” You may have had the experience of sitting in a college classroom where the professor falsely assumes that the students have the appropriate background knowledge to understand material that is clearly way over everyone’s head.
Everyone does not know what you know. Even if they have the same information, they may be interpreting it differently than you. Intellectual snobbishness isn’t a great strategy for learning; nor is it a great strategy to gain allies and supporters. Convey facts and evidence in ways that resonate with peoples’ experiences. New information doesn’t become knowledge until we can connect it to something we already know, so try to identify common experience to use as context.
No matter how much time we spend interacting with other people, we are always to a great degree focused on the center of our own personal universe. It isn’t necessarily egocentric. We just notice and think about the things that we ourselves see, without ever really knowing how much others notice and think about those same things. A phenomenon known as the “spotlight effect” suggests that someone may have a tendency to mistakenly think that they are as much at the center of someone else’s world as they are at the center of their own. A good rule for leaders is: get over yourself. Being a change agent is not about you. It is about the individual lives of everyone affected by a misguided current state of affairs.
When engaged in a struggle for social change, the ‘us versus them’ frameworks that we create for ourselves are rooted in the belief that our ideas are better than our opponents’ ideas. If we come to the dangerous conclusion that this is simply because we are smarter than our opponents, then we may also jump to the similarly dangerous conclusion that our knowledge of them is greater than their knowledge of us. What people know, and what they believe are two different things.
There is another problem that comes with believing that we know people better than we actually do. There is something that people who study these things refer to as, “extrinsic incentives bias.” This extends our lack of knowing others to the realm of knowing what motivates them.
Understanding people’s motivations is crucial for creating social change. Extrinsic incentives bias is assuming that people put more value on extrinsic incentives like money, than they do on intrinsic incentives like safety, or happiness. People’s motivations are not always easy to understand, or make assumptions about (See my post “Quality of Life Versus Standard of Living”).
Not surprisingly, the most accurate way to find out what people are thinking, is to ask them. Check your assumptions, regardless of how sure you believe that they are correct. Time spent listening to the people you want to support your cause is always time well spent.
Leading Differently 