Reflect & Reset · Build Trust · Make Decisions
Assumption Audit
Examine one professional assumption, where it came from, and what evidence could test it.
Time22–30 minutes
Group size4–24 people
FormatIndividual, Table groups
MaterialsIndex cards or anonymous digital form, Chart paper
What this accomplishes
Participants write a bounded assumption about a school practice or decision, then use an evidence-focused protocol to distinguish what is known, inferred, and still worth investigating.
- Separate assumptions from evidence
- Generate responsible questions for further inquiry
Before you begin
Materials
- Index cards or anonymous digital form
- Chart paper
Preparation
- Establish discussion norms and a clear purpose
- Choose a bounded topic rather than inviting assumptions about people broadly
What to say
“We are examining the stories that shape our decisions. Write about a practice, pattern, or claim—not a named person. Anonymity protects the writer, not harmful language.”
How to run it
- 1
Name the bounded topic and distinguish an assumption from an observation.
- 2
Collect one unsigned assumption per card and remove identifying or harmful content.
- 3
Shuffle and distribute cards to small groups.
- 4
For each card, sort what is known, inferred, and missing.
- 5
Generate one ethical way to test the assumption with evidence.
- 6
Close by naming which questions need action and which claims should be retired.
Prompts to use
What are we treating as true without checking?
What observation may have turned into a story?
Whose perspective or evidence is missing?
How could we test this without placing a burden on students or families?
Adapt it to the room
Small group
Examine two preselected assumptions together.
Large group
Use table groups with facilitator-screened anonymous cards.
Virtual
Collect responses in advance and distribute de-identified examples.
Accessibility & inclusion
- Provide definitions and examples in writing.
- Allow private participation.
- Do not require members of marginalized groups to educate the room or disclose lived experience.
Debrief, if useful
Which assumption most affects our decisions?
What evidence would responsibly change our minds?
Why it works—and what can go wrong
Why it works
The known-inferred-missing structure slows judgment and turns discomfort into a concrete inquiry process.
Watch out for
- This is not an icebreaker and requires skilled facilitation.
- Do not anonymize or redistribute dehumanizing statements; interrupt them directly.