Article at a glance:

Assume positive intent—start with curiosity, not judgment.
Look at systems before blaming people—95% of problems originate there.
Seek understanding before solutions—great solutions emerge from deep insight.
Challenge false dichotomies—push for third alternatives.
Stay flexible and proactive—planning matters, but adaptation wins.

Time to read: 3 minutes

“When things go right, look out the window and acknowledge all those who helped. When things don’t go well, look in the mirror.” - Jim Collins

At work, few things shape our experience more than how we interpret the actions of those around us. Do we assume other associates have good intentions, or do we default to defensiveness?

The way we answer this question influences everything—how we collaborate, how we respond to feedback, and how we navigate conflict.

At Redmond, we practice assuming positive intent because we have seen it lead to healthier, more effective teams. It doesn’t mean ignoring problems or avoiding accountability. It means giving each other the benefit of the doubt, focusing on the system rather than the person, and seeking to understand before jumping to conclusions.

The 95% Rule

“The person is not the problem, the problem is the problem.” – Michael White

When you assume the problem is part of the system, not the person, you’ll be right 95% of the time.

This is a powerful mental model. In most cases, people are doing the best they can within the constraints of the environment, expectations, and tools available to them. If something goes wrong, it’s usually because of misunderstood priorities, processes, or gaps in communication—not because someone intentionally dropped the ball.

When we assume positive intent, we shift from blame to problem-solving. Instead of saying, “They didn’t care enough to do it right,” we ask, “What made this difficult, and how can we make it better next time?”

This small but critical shift turns setbacks into learning opportunities and creates a workplace where people feel safe to take ownership instead of getting defensive.

The Stories We Tell Ourselves

When you feel frustration rising, pause and ask: “What is the story I’m telling myself here?”

Our brains are wired to fill in gaps. When we don’t have all the facts, we create narratives—often ones that lean towards negativity.

For example:

“She hasn’t responded to my email. She must be ignoring me.”
“He questioned my decision in the meeting. He doesn’t respect my judgment.”
“They changed the plan at the last minute. They don’t value my input.”

But what if there’s another explanation? What if the unread email is buried in an inbox? What if the question in the meeting was genuine curiosity? What if the last-minute change was driven by new information?

Instead of attaching your own meaning to the exchange, get curious and stay in the conversation. Share what you’re seeing and invite perspective:

"I noticed the plan changed last minute, and I’d love to understand more about the decision. What factors led to the change?”
“I feel like we disagreed on some big points in the meeting. Can you help me understand where you were coming from?”

This keeps the conversation open and helps you both avoid defensiveness.

Beyond the Single Story

It’s easy to see one version of a person—the frustrated email, the curt response, the missed deadline—and let it define them. But people are more complex than that.

To build strong teams, we need to resist the single-story trap. Life is not that simple.

Someone who seems dismissive in a meeting might be under personal stress. A coworker who appears disengaged might be facing unseen challenges. The associate who resists change might have valuable insights we’re missing.

Instead of assuming, seek to understand.

Ask:

How are people experiencing me, my team, my work?
What else might be going on here?
What are we missing?

By staying open to multiple perspectives, we unlock better ideas, stronger relationships, and more resilient teams.

Creating a Culture of Trust and Growth

When we assume positive intent, challenge our own assumptions, and embrace ambiguity, we create a culture where people feel:

Safe to take risks.
Open to feedback.
Empowered to solve problems rather than assign blame.

This isn’t just a “nice” way to work—it’s a smarter way to work. When we assume the best of each other and work together in effective teams, the company grows. Everyone wins.

When things go well, don’t just move on. Understand why it worked. Success isn’t random—it’s repeatable when we take the time to study it.

And when things go wrong? Own it. Learn from it. Improve the system.

Bringing It All Together

When we build these habits, we create teams where collaboration thrives, problems get solved faster, and people do their best work.

So, what’s the story you’re telling yourself today? And what else might be true?