How unconscious assumptions shapes how we think, decide, and act

For many, culture feels abstract, complex, and hard to pin down. We’ve broken it down to show how underlying assumptions act like an invisible hand—shaping emotions, thought processes, decisions, and actions, ultimately driving business performance and strategic success.

COGNITIVE – UNCONSCIOUS

1. What is true and false – Assumptions

→ The unspoken beliefs we take for granted.

• What do we assume about customers, partners, competitors, and our own strengths, weaknesses, and capabilities?
• What drives success or failure?
• What forces shape our industry and market?
• What patterns repeat in positive outcomes and failures?

Example: A company operating in a low-margin industry assumes that only scale can drive profitability. This shapes its entire strategy, pushing aggressive expansion and cost-cutting instead of niche innovation.

COGNITIVE – SEMI-CONSCIOUS OR CONSCIOUS

2. What is possible and impossible – Beliefs

→ The limits we set on what can be achieved.

• What breakthroughs do we believe are realistic?
• What do we rule out as impossible?

Example: A traditional manufacturer believes remote work is impossible for its staff. This belief limits talent acquisition and operational flexibility—until a competitor proves otherwise.

3. How we interpret situations – Perception

→ The way we process and make sense of problems and opportunities.

Example: In one company, a sudden drop in sales is perceived as a sign of market decline, leading to anxiety and a defensive mindset. In another, the same drop is seen as a temporary fluctuation, prompting curiosity and analysis rather than panic.

4. How we frame situations – Perspective

→ The lens through which we view problems and opportunities.

• Do we see a threat or an opportunity?
• What data points do we focus on or ignore?
• How diverse are our perspectives, or do we fall into groupthink?

Example: A retail chain sees online shopping growth as a threat and fights to preserve foot traffic, while a competitor sees it as an opportunity and integrates digital-first experiences in-store.

EMOTIONAL

5. How we feel and what drives us – Emotional Drivers

→ The emotions and motivations shaping effort, collaboration, and resilience.

• Do we feel ownership or just compliance?
• Are we driven by ambition, fear, or purpose?
• How do we respond to setbacks—persistence or disengagement?

Example: A company claims to empower employees, but managers micromanage, requiring constant approvals. As a result, people hesitate to take initiative. In contrast, a company that truly trusts its teams sees faster decision-making and greater ownership.

EMOTIONAL & BEHAVIOURAL

6. How we respond to situations – Default reactions

→ The instinctive way we act under pressure.

• Do we react quickly or cautiously?
• Are we risk-averse or bold?
• Do we collaborate or escalate?

Example: A high-growth tech firm prioritises speed over perfection, launching products fast and refining later. Meanwhile, a healthcare company values precision first, even if it slows progress.

COGNITIVE, RATIONAL & EMOTIONAL

7. How we make decisions – Mental models

→ The frameworks we use to analyse, prioritise, and act.

• Who is involved in decisions?
• Do we prioritise short- or long-term results?
• What feels natural to us, and what feels unfamiliar?
• How do we weigh risks?

Example: A crisis hits, and one leadership team immediately centralises control, slowing response times. Another empowers local teams to act fast, adapting in real time.

COGNITIVE, EMOTIONAL & BEHAVIOURAL

8. What is important and unimportant – Differentiating values

→ The priorities that guide decision-making when executing strategy.

• What trade-offs are we willing to make?
• Do we prioritise growth or stability, innovation or optimisation?

Example: One company values speed, launching products quickly to test and learn. Another prioritises quality, refining every detail before going to market. Both approaches reflect different strategic values that shape execution.

COGNITIVE & BEHAVIOURAL

9. What rules we follow every day – Operational norms

→ The unwritten rules that shape execution.

• How do we communicate and collaborate?
• What expectations guide meetings, decision-making, and responsiveness?
• Which behaviours accelerate progress, and which slow things down?
• What informal rules shape efficiency, accountability, and autonomy?

Example: In one company, meetings start and end on time, emails get responses within 24 hours, and decisions move fast—driving agile execution. In another, meetings overrun, emails linger, and consensus-building slows execution, delaying results.

COGNITIVE, EMOTIONAL & BEHAVIORAL

10. What is right and wrong – Ethical norms

→ The moral boundaries that guide decisions and everyday actions.

• Where do we draw the line?

Example: A company facing cost pressures decides whether to push aggressive upselling tactics on customers. Its ethical norms determine if execution aligns with long-term trust or short-term gains.