Start with the promise the solution makes
A proposed solution usually contains a prediction: if we do this, something will improve. The prediction may be sensible, but it rests on conditions that are easy to leave unsaid. Imagine a study group deciding to meet for an extra hour each week because members keep missing deadlines. The idea assumes that members have an hour available, that more time together will help them finish work, and that a lack of meeting time is the main cause of the missed deadlines.
To bring those conditions into view, write the proposal as a short sentence: “We will do X so that Y happens.” Then ask, “What would need to be true for X to cause Y?” Record possible answers without judging them yet. This separates the desired outcome from the reasoning used to reach it. It also makes room for other explanations: perhaps the assignments are unclear, or members already meet often but leave without deciding who will do what.
Look for assumptions about people, causes and constraints
Assumptions often hide in three places. First, a proposal may presume how people will behave: that they will remember a reminder, use a new tool or feel comfortable speaking up. Second, it may presume a cause: that slow progress comes from too little effort rather than confusing instructions. Third, it may presume a constraint: that a certain amount of time, money or access is available. Asking about each area gives you a more useful list than simply asking, “What are we missing?”
Try finishing these prompts for any solution you are considering: “This will work if people…,” “This addresses the problem because…,” and “This is possible as long as….” For the study group, one answer might be, “This will work if everyone can attend regularly.” Another might be, “This addresses the problem because members need more time to collaborate.” Neither statement is automatically wrong. The point is to make it visible enough to examine.
Separate observations from interpretations
A useful next step is to mark which statements describe something observed and which interpret what it means. “Three members submitted their parts after the agreed deadline” is an observation if the group has checked its records. “They are not committed” is an interpretation. The distinction matters because different interpretations suggest different solutions. Late submissions might reflect competing responsibilities, uncertain task ownership or a deadline that did not leave enough time for review.
You do not need perfect evidence before acting. You do need to know when a proposal depends on a guess. Ask, “What have we actually seen?” and “What else could explain it?” If several explanations remain plausible, avoid treating one as settled. This habit is especially helpful when an idea feels obvious: familiarity can make an interpretation seem like a fact.
Test the assumptions that could change the decision
Not every assumption deserves equal attention. Focus on those that are both uncertain and important. If the study group cannot find a time everyone can attend, an extra weekly meeting may not be workable. If members can attend but the real difficulty is unclear ownership, the meeting may add time without fixing the problem. Ask, “If this assumption turns out to be false, would we choose a different solution?” If the answer is yes, it is worth checking.
Choose the smallest reasonable check. The group could ask members whether they can attend, review where recent tasks stalled, or try a ten-minute task-planning check-in for two weeks before adding a full hour. A small test cannot prove that an idea will always work, but it can reveal practical obstacles. Decide in advance what you will look for, such as clearer task assignments or fewer last-minute requests for clarification.
Use what you learn to revise, not just reject
Finding a weak assumption does not mean a proposal has failed. It may show how to improve it. If members need clearer responsibilities rather than more meeting time, the group could end each session by naming an owner and a next step for every task. If attendance is the obstacle, an asynchronous update might be easier than another meeting. The original idea has still helped by pointing toward a problem worth examining.
Before choosing a solution, summarize its key assumptions in plain language and note which ones you have checked. Keep the list short enough to use. The aim is not to eliminate uncertainty or argue against every idea. It is to notice the beliefs carrying the most weight, then give yourself a chance to adjust the plan before those beliefs become avoidable problems.
