When a financial product stops selling, the instinct is to sharpen the pitch. But the Yoruba concept of *Ifá* — the divination tradition that frames decision-making as a dialogue between visible and hidden knowledge — suggests something more useful: the problem is rarely the message, it's the map. Ifá practitioners don't try harder; they re-examine which questions they're actually asking. Process philosopher Alfred North Whitehead made a similar move when he argued in *Process and Reality* that most 'failures' aren't events but outdated frameworks meeting a world that has quietly changed around them. In sales and financial services, the deal that keeps dying at the same stage isn't a persuasion problem — it's a diagnostic one. The map you're using to understand the client's actual concern, the one you drew six months or six deals ago, may have stopped describing the territory. Today, before the next conversation, ask what you'd notice about this client or this market if you were mapping it fresh.

What is the last assumption about a client's core concern that you formed early and never formally revisited — and what would change if it turned out to be wrong?

Drawing from Yoruba Ifá philosophy combined with Process Philosophy — Yoruba Ifá tradition & Alfred North Whitehead (Process and Reality, 1929)