Why Setting Context Matters: A Key to Alignment and Decision-Making
In any organisation, people constantly make decisions, prioritise work, and respond to requests. However, when context is missing, confusion, misalignment, and inefficiencies can take hold. Whether it’s a project driven by conflicting deadlines, a cost-cutting initiative that ignores operational realities, or day-to-day work where requests are dismissed as unreasonable, the root issue often comes down to a lack of context.
Effective leaders and teams don’t just give direction—they set the context. They ensure that people understand the bigger picture, make informed decisions, and engage meaningfully in their work.
What: The Key Challenges of Context-Setting
There are four key challenges organisations face when it comes to setting context:
Providing context proactively – People perform better when they understand the purpose behind their tasks. Without context, they may follow instructions blindly or disengage. Leaders and teams must habitually explain the ‘why’ behind tasks, initiatives, and decisions.
Seeking context before reacting – It’s common for employees to dismiss a request as impractical or misguided without understanding the reasoning behind it. Instead of defaulting to “That’s daft,” teams should be trained to ask, “Why is this needed?” A simple clarification can change perceptions and improve collaboration.
Leadership and vision-setting – Leaders must continually set the context, especially during times of change. A new manager, for instance, should communicate their 90-day plan upfront—explaining the phases of learning, strategising, and execution—so their team understands the approach and aligns with it.
Promoting a ‘Context Mindset’ – Creating a culture where context is valued ensures it becomes a natural part of decision-making. This means embedding context-sharing in daily operations and encouraging teams to ask for context when it’s missing.
So What: How to Make Context-Setting a Habit
To address these challenges, organisations should integrate context-setting into everyday practices. Here’s how:
Leaders and teams must habitually explain reasoning – Setting context should be second nature. Instead of just giving a directive, explain the ‘why’ behind it. For example, rather than saying, “We need to cut software costs,” provide context: “We need to reduce costs, but we must also consider how this software supports critical operations.”
Standardising context-sharing in communication – Context should be a built-in part of emails, meetings, and reports.
Start meetings with “What’s the context?”
Use an “In Brief” or focus statement at the top of reports and emails.
Make it a habit to explain background information before diving into details.
Encouraging curiosity and teaching context-seeking behaviours – Employees should feel empowered to ask for context when it’s missing. This means:
Assuming positive intent when requests seem unclear.
Using “Yes, and” approaches to build on ideas rather than dismissing them.
Asking clarifying questions to ensure alignment before acting.
What Next: Practical Steps to Build a Context-Driven Culture
Start small—build habits. Leaders can model good context-setting by always providing background information in meetings, emails, and conversations.
Encourage teams to ask ‘Why?’ Train employees to seek clarification rather than assume the worst.
Embed context into documentation and processes. Establish a standard practice of including a “context” section in all major reports, requests, and decisions.
Reinforce the behaviour. Recognise and reward teams that demonstrate strong context-sharing and seeking behaviours.
Setting context isn’t just about improving communication—it’s about ensuring alignment, reducing wasted effort, and fostering a culture where people make informed decisions. By making it a habit, organisations can create a more engaged, efficient, and collaborative workplace.