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Tacit assumptions include the underlying agreements or statements made in the development of a logical argument, course of action, decision, or judgment that are not explicitly voiced nor necessarily understood by the decision maker or judge. Often, these assumptions are made based on personal life experiences, and are not consciously apparent in the decision making environment. These assumptions can be the source of apparent paradoxes, misunderstandings and resistance to change in human organizational behavior.

Notable examples of tacit assumptions are those arguments supporting moral, religious, racist, organizational culture, and political arguments.

ReferencesEdit

• Edgar H. Schein, Organizational Culture and Leadership, Jossey-Bass, 2004, ISBN 0-7879-7597-4