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The world is a complex place. To effectuate our navigating through it, we all make simplifying assumptions ' many of them formed more or less subconsciously and many without the benefit of deeper research or more rigorous thinking.
If we're wrong in any of these assumptions, the outcomes of our resulting actions might be, for example, relatively benign (“Surely, the line for lunch at the deli won't be too long”), cause some moderate harm (“No problem, I've got enough gas to get home”) or be near fatal (“I'm certain our wedding anniversary is next week, not today).
In our roles as client-serving professionals ' lawyers, accountants or management consultants ' we also make assumptions with regard to our clients, including their needs, their preferences and the advice we give them. Many of these assumptions about our clients are likely to be valid and result in good or, at least, non-injurious outcomes. Nevertheless, the point of this article is: Shouldn't we be more deliberate and questioning about the assumptions we make about clients ' in order to ensure that we don't end up with self-inflicted client relations issues?
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