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Managers don''t need to be told that globalization is accelerating, that new technologies are proliferating or that change is the only constant. Nor do they need anyone to point out how difficult it is for organizations to keep adapting to all the change. They have lived that story. What they may not realize, however, is the extent to which they may be the stumbling blocks to their organizations'' transformation and growth. That is because the personal assumptions that undermine their decision making are often quite unconscious. Recent research shows that despite the genuineness and dedication of executives'' attempts to manage change, ''social projection'', or the ''false-consensus effect'', keeps getting in the way. Projection involves making intuitive judgments about other people and places on the basis of one''s own beliefs, knowledge and experience rather than on anything objective about the particular people or places. It leads to overestimating consensus, undervaluing objective assessments or different views, turning away constructive feedback and taking on new ventures without reaching consensus - a dangerous scenario.