# Assuming Positive Intent in a Negative Culture By:: [[Brian Heath]] 2024-03-04 A prominent idea in organizations desiring to have a productive culture is to assume positive intent. The belief is that most people do not have negative intent, so assuming someone has a negative intent only perpetuates negative feedback loops that subvert organizational objectives. For example, suppose someone asks me why I performed a task a certain way. If I assume negative intent, I may become defensive and impede progress because I think they are critiquing my work unfairly. If I assume positive intent, I may be more open to discussion and progress as I believe they are trying to help me or learn how to do their work better. The positive position allows progress to occur - even if one discovers they had negative intent. Alternatively, assuming negative intent typically takes much longer to find a positive upside within this context of organizational productivity. There are at least two problems with the directive to assume positive intent. First, it does not recognize the core organizational problem. Assuming positive intent only treats the symptoms, not the cause. A look below the surface reveals other issues, including culture, incentives, norms, and power asymmetries. Addressing these is hard, but telling everyone to assume positive intent is easy. Second, assuming positive intent in a negative culture is a recipe for fatigue, depression, and meaninglessness. There is no quicker way to be wounded profoundly and perhaps for life than being stabbed in the back after extending trust and solidarity. It's bound to happen in life, but those naive enough to assume positive intent in a negative culture will only learn how to become a card-carrying member of the negative culture. The game theory doesn't work out. Organizations that promote assuming positive intent are likely the most negative places one can work because of this effect. So, what are more viable alternatives for an organization with negative cultures? If one wants to stop the bleeding, don't advocate for assuming positive intent. Instead, advocate for better communication methods around context and clarity. Instead of asking someone why they perform a task a certain way, first provide context for clarity. For example, one might say, "I noticed that you are performing a task very quickly, and I'd like to be better. Could you tell me why you do this task this way?" Here, the intent is explicit, and it will be up to the individual to decide what to do next. One will find that most of the time, humans only explicitly think about their intent if prompted. Indeed, most people have no clue why they do what they do. Aiding workers and managers with simple strategies, such as never asking a question or making a statement with clarity of context, eliminates the vast majority of miscommunication around intentions. This does not stop negative intent from happening, but now there is a record to adjudicate and discuss when the negative actions come forth. Rarely can organizational negativity survive the light of day. Note that this strategy does not work if the organization is filled with sociopaths. #### Related Items [[Communication]] [[Intention]] [[Assumptions]] [[Culture]] [[Organization]] [[Management Fads]]