Climb to Better Results

Ever wondered why we sometimes jump to conclusions without realizing it? Have you noticed how people can attend the same meeting and come away with completely different ideas about what actions to take? Do you have a hard time having constructive debates or conversations with people whose beliefs you disagree with?

All these are helped by understanding the mental process we use to interpret and navigate the world. Let's explore a simple tool to improve our clarity of thinking, decision-making, and understanding of each other.

Make Thinking Explicit:

The Ladder of Inference was developed by Chris Argyris, a Harvard Business School professor, and later popularized in the 1990s by Peter Senge in his book The Fifth Discipline. It is a model that describes the mental process we go through (often quickly and subconsciously) to move from facts to taking action. At the base of the ladder are all available observable data and experiences. As we walk up the ladder to create inference, we:

1. Observe: Everyone will experience some part of the data of what is available. It's the information that is directly available to us through our senses.

2. Select Data: From the observable data, we filter and select specific pieces of information that we find relevant.

3. Add Meaning: We interpret and add meaning to selected data.

4. Make Assumptions: Based on the meaning we've added, we make assumptions about the data.

5. Draw Conclusions: Conclusions are our interpretations of the data and the situation.

6. Adopt Beliefs: Our conclusions lead to the formation of longer-term beliefs. These beliefs are our understanding of how the world works and influence our future perceptions and actions.

7. Take Action: Finally, at the top of the ladder, we take actions based on our beliefs. These actions are influenced by the entire inference process of moving up the ladder.

If we are not conscious of the steps involved, we will naturally take shortcuts and make mistakes. Each time we climb the ladder, past experiences, beliefs, and biases influence how we perform the next step. We might miss important data in step 1. Current beliefs create selection bias in step 2. Beliefs and cultural and personal norms inform how we perform steps 3-6. We can skip whole steps when an event triggers a belief and resulting action without careful thought.

Using the Ladder for Good

Understanding the Ladder of Inference helps us become aware of needed thought processes and generates better thinking. Slow the inference process down. Be aware of the steps and make them explicit. And beware of potential pitfalls that come from unconscious use. Use the ladder to improve:

Self-Reflection: Clarify thoughts and beliefs. Identify the data you selected or may have missed, the meanings you added, the assumptions you made, and the conclusions you drew. Ask yourself what past beliefs may be influencing each step of the ladder. This helps you recognize biases and improve your reasoning.

Decision-Making: Make more informed decisions as a team. Consciously move up each rung as a group to ensure that decisions are based on diverse perspectives and uncover data, perspectives, and interpretation that any one person might have missed. intentionally work to a more well-rounded, reasoned course of action.

Constructive Debate: Have more constructive conversations across diverse groups. When faced with a disagreement or misunderstanding, walk others down the ladder to question the assumptions behind their actions and beliefs. Ask questions like, "What assumptions are you making?" and "What data are you basing that on?" Clarify your beliefs and decisions by walking others up the steps of the ladder to ensure others understand how you reached your conclusions.

How can you use the Ladder to get better results in your business?

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May you adventure humbly as you live boldly.

Jon Strickler, Vistage Chair & Executive Coach

Find me at: 720 323 0793, jon.strickler@VistageChair.com, Twitter: @HorizonLineGp, LinkedIn: www.linkedin.com/in/jonst, Website: HorizonLineGroup.com