top of page

Are you being locked up by your assumptions?

The plight of Mrs Irene Clennell is a sad one. The Sunday Times reported that Mrs Clennell is sitting in detention at this very moment, fight deportation from England back to Singapore. Mrs Clennell has been charged with flouting immigration rules, and has been an illegal immigrant in the UK since 1999. Arising from a routine immigration inspection, Mrs Clennell was detained on January 20th this year, and has been torn away from her family. Mrs Clennell's plight actually began more than two decades ago.

Mrs Clennell met her husband in 1990 in a pub. They got married in the UK, and have two sons together. At that time, as the spouse of a British citizen, Mrs Clennell was granted an Indefinite Leave to Remain (ILR) by the immigration authorities, allowing her to remain in the UK for an indefinite amount of time. However, in 1992, she decided to return to Singapore with her family to seek employment and live here. They stayed here till 1998, when her husband, John, and their two children, returned to the UK. Mrs Clennell remained in Singapore until 1999 to take care of her ailing mother, returning to the UK only after the latter passed on.

However, by that time, her ILR has been revoked, because one clear stipulation was that she could not be away from the UK for more than 2 years. She was away for seven. She had since been applying for a new ILR, each time paying the 500-pounds fee, but had been rejected each time. She has thus become an illegal alien in the country.

Said Mrs Clennell, "At that time, I thought it would be easy to apply for another ILR."

Unfortunately, Mrs Clennell's assumption landed her in jail.

We all make assumptions

Yet Mrs Clennell is not alone in trusting her assumptions. Almost all of us make assumptions on a daily basis. Assumptions allow us to simplify our lives, and cut short the mental processes that would otherwise take too long to come to a definite conclusion. Most of the time, our assumptions are right. Yet being right provides us with a false sense of self-confidence. Simply being right about the assumptions within your span of control does not necessarily translate to being right about things outside of it. But as we keep on being right, we apply this to bigger and bigger things, until we border on the reckless. This is how catastrophic events occur; when tiny assumptions add up to one big one.

A case in point - US's invasion of Iraq on the assumption of the possession of weapons of mass destruction (WMD). Not only were they wrong, they committed the lives of many US soldiers who would otherwise be alive today, and created a new geopolitical landscape, one that could not even have been contemplated! Had the assumption been thoroughly questioned and proven wrong, there might have been a different world order in the Middle East today. But because the NSA and other intelligence agencies were so confident that their assumptions were right, they got into a war that not only deposed Saddam Hussein but created a power vacuum that brought about the rise of the Islamic State of Iraq and Syria (ISIS). What a fatal assumption that was! So it was the assumption that WMDs were in Iraq; the assumption that Iraq post-Saddam would be good for the region; and the assumption that peace can come to the region following the invasion. A collection of not-so-tiny assmptions that caused the tsunami of problems we are now seeing.

What can we do about assumptions?

So what can we do, if assumptions are a basic human behaviour? Well, we need to slow down, think through possibilities, and assess the risks of each of our actions - especially actions that have a strategic impact on our lives.

How can we tell what actions have a strategic impact? Three criteria you can use:

(1) does it affect many people? If your action impacts just you, or just your team, and no one else, then it is less strategic.

(2) does it have a high opportunity cost? What are you giving up in pursuing this course of action? Everything comes with an opportunity cost, and we need to be very clear that about we are foregoing before we decide to go down a path.

(3) does it have a future impact? If your action has only a momentary impact - like eating pizza for lunch - then it is not very strategic. But if there is a future impact - your health, or your weight - then the decision becomes more strategic. This therefore means that you need to be very discerning about your actions, and look deeper into the issues than with a superficial thought.

How to look deeper?

We seldom try to identify our assumptions. When we have an idea, we normally go headlong into it. We brush aside limiting thoughts (assumptions) because we