{"id":120,"date":"2011-07-04T21:50:03","date_gmt":"2011-07-04T21:50:03","guid":{"rendered":"https:\/\/benjaminmitchell.wordpress.com\/?page_id=120"},"modified":"2011-07-04T21:50:03","modified_gmt":"2011-07-04T21:50:03","slug":"the-ladder-of-inference","status":"publish","type":"page","link":"https:\/\/techpeoplethrivi-i2tkeoduos.live-website.com\/argyris\/the-ladder-of-inference\/","title":{"rendered":"The Ladder of Inference"},"content":{"rendered":"

The Ladder of Inference is a model developed by Argyris & Schon* to explain how we all make inferences and reason about what is happening to us in the world. It\u2019s value as a tool is not that it is necessarily correct, but that it is helpful in guiding understanding of how we work, and can help change behaviour in order to have more productive conversations in future.<\/p>\n

Description of the rungs on the Ladder of Inference<\/strong><\/p>\n

The ladder stands upon the constant stream of data that we experience in the world. There is too much for us to pay attention to, so we choose to select <\/strong>some of the directly observable data that we choose to select. It is useful to think of directly observable data as what a video camera would see and hear.  Our beliefs, values and experiences often act like filters that determine what we are aware of (think of the experience of buying a new car or phone and becoming highly-sensitised to noticing them) <\/p>\n

The next rung of the ladder is to describe<\/strong> the data selected in your own words, applying meaning and labels. The meaning may be based on our personal or cultural experiences. This step is where we ask ourselves \u201cwhen they say or do something what does it mean to me?\u201d<\/p>\n

The next steps on the ladder relate to assumptions (take for granted that something is true without verifying it). We also make inferences by coming to conclusions about what we do not know on the basis of things we do know.<\/p>\n

The third rung is where we explain<\/strong> what we\u2019ve selected and described. This is where we create a causal explanation for what is going on. We start to infer the reasons why the other person has said or done something. Words like \u201cshe\u2019s doing this because<\/em> \u2026\u201d<\/em> or \u201cthe reason<\/em> he did that is \u2026\u201d are signs that we are at this step. <\/p>\n

The next rung is where we evaluate <\/strong>how we judge the other person\u2019s behaviour relative to our beliefs and values. We might focus on how effective someone else\u2019s behaviour or whether it is is positive or negative. We evaluate the behaviour we see, but often also the other person\u2019s intent (which is very difficult for us to be certain about).<\/p>\n

The final rung on the ladder involves us deciding whether or how to respond and propose<\/strong> action<\/strong>. In ineffective meetings you may see two people trading suggestions about the solution to a current problem without understanding the motives, reasons or benefits behind the suggestion. This is often referred to as \u201cduelling ladders\u201d or \u201cpoint-counterpoint conversations\u201d <\/p>\n

\"Ladder<\/a><\/p>\n

Ways you can use the ladder of inference to increase your effectiveness<\/strong><\/p>\n

The ladder of inference is useful at focussing on several factors which can inhibit our effectiveness:<\/p>\n