In some instances, we simply hold wrong beliefs.
For example, we might believe that donors are motivated to give primarily when they see a direct and defined return on their support. We know this to be wrong, because research has shown repeatedly that donors give primarily when their personal values align with the cause or mission of the organization.
In most instances, though, we hold limiting or bounded beliefs. These beliefs aren’t altogether wrong, but they only allow us to address a slice of reality.
For example, we might hesitate to ask Board members about their long-term aspirations for our organization out of concern that it could lead to unrealistic expectations or goals. While that is a possibility, carefully framing the conversation with specific, strategic questions can significantly reduce that risk. In fact, by asking the right questions, we can spark enthusiasm and foster a shared sense of ownership—outcomes that could positively shape the organization’s direction for years to come.
When we categorize people (including ourselves) as being wrong or holding wrong beliefs, we tend to respond dismissively.
But when we acknowledge that beliefs are more likely to be bounded or limited more than they are completely wrong, we can focus on helping others (including ourselves) expand their panoramas.
Experience and time tend to show us that the beliefs we hold aren’t inaccurate as much as they are incomplete.
