We do it all the time. We all do. We observe someone’s behavior and immediately assume we know why they did what they did. We do it so often, that we don’t even notice it.

Someone doesn’t return a phone call or a text. A co-worker leaves a meeting early. An acquaintance walks by us without speaking. A friend doesn’t voice agreement when we state an opinion. A spouse avoids talking about a recent disagreement. A loved one hasn’t called in a while.

The list could go on. We observe an endless number of behaviors from other people every day, and we assume what those behaviors mean about the person’s feelings, opinions, intentions or attitudes. Our assumptions are often wrong, but we feel quite certain that we are right.

We misread other’s behaviors because we tend to believe that other people think the same way we do. We look at their behaviors and ask ourselves what it would mean if we did the same behavior in the same situation. “If I did that in this situation, it would mean that I was feeling…” We then assume that the other person must be feeling the same way.

We also assume that we know all the information we need to know to interpret the person’s behaviors. This assumption is often wrong. The late Dr. Steven Covey shared a particularly moving example in his book, “Seven Habits of Highly Effective People.”

Dr. Covey was riding on a subway car in New York City. It was a pleasant Sunday morning ride, with most passengers quietly reading their newspapers. A man and his three children get on the train. As the car was fairly full, they had to sit in different places. The man just sat looking down at the floor. The kids, however, were hyper and argumentative. Their behaviors worsened as the train progressed. Other passengers were watching these unruly kids and waiting on the father to correct them, but he just sat there staring at the floor. As the misbehavior worsened, Covey spoke to the man and asked him if he couldn’t say something to his kids, as they were being a disruption to the other passengers. The man looked up, as if in a daze. He responded that he guessed he should say something to them. He went on to say that they just came from the hospital and that their mother just died. He said that he didn’t know how to deal with it and guessed they didn’t either.

With the new information, Dr. Covey’s attitude toward the man and the children suddenly changed. He had assumed that this was an uncaring father, and that these were obnoxious children. He now saw the father and the children as hurting and confused. He asked the father if he could help him with the children until he came to his stop. He now felt compassion rather than irritation.

Before assuming that you know why someone is exhibiting a behavior, remind yourself that you may not have all the information. It will also help if you can remember that the other person may perceive or think differently from yourself.