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Ladder of Inference-#2

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The ladder of inference is an important tool in understanding how we think and helping others understand why we think what we do. When working with others, this is an important capability. This brief …

The ladder of inference is an important tool in understanding how we think and helping others understand why we think what we do. When working with others, this is an important capability. This brief video explains how to use the ladder to develop your leadership capability.

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  • 1. 1 Climbing  a  Different  Kind  of  Ladder LADDER  of  INFERENCE Presented  by Sylvia  Gaffney,  Ph.D.Tuesday, April 19, 2011
  • 2. 2 Climbing  a  Different  Kind  of  Ladder LADDER  of  INFERENCE In  collabora:on  withTuesday, April 19, 2011
  • 3. 3 Why  the  Ladder? ✓ Improve  communica:on  Facilitate  conflict  solu:ons   ✓ Reach  agreement  or    Improve  team  interac:on advance  resolu:on  Open  for  diverse  opinions ✓ Arrive  at  new  possibili:es  Prevent  overreac:on   ✓ Learn  from  another’s    Understand  your   perspec:ve immediate  response  to  a   ✓ Allow  for  mul:ple  voices situa:on ✓ Understand  resistance  to    Uncover  own  &  other   change biases ✓ Surface  outdated    Unearth  reasoning  &  origin   assump:ons of    your  assump:ons  Surface  and  test  your   ✓ Understand  the  logic   thinking  before  you  discuss   behind  recommenda:ons a  topicTuesday, April 19, 2011
  • 4. 4 Consider  and  Remember Two  or  more  ladders   in  any  conversa4on ✦    Unconscious    &  Automa.c ✦    Auto  Pilot ✦    Mental  Models ✦    Different  Interpreta.ons ✦    Jargon  &  Acronyms ✦    Emo.onally  Charged  TriggersTuesday, April 19, 2011
  • 5. 5 Make  the  Ladder  Work Take  Ac:on Make  Assump:ons,  Draw  Conclusions  &  Adopt  Beliefs Add  Meaning Select  Filtered  Data Screen  Data Observe  from  a  pool  of  all  available  DataTuesday, April 19, 2011
  • 6. 23 6 Intui:on  and  Experience  Count In  addion  to  walking  down  the  ladder ✦ Trust  flashes  of  insight ✦ Rely  on  lessons  learned   ✦ Have  knowledge  &  know-­‐how ✦ Been  around  the  block  a  few  .mes  Tuesday, April 19, 2011
  • 7. 7 Context  MaVers Content  =  Actual  words  or  behavior Context  =  Background  for  content ✦  The  framework     ✦  The  environment ✦  The  seJng ✦  Like  the  canvas  for  a  pain.ng Contextual  clues  needed  for  shared  meanings     Consider  the  villagers  response  when  the  boy  cried  wolf!Tuesday, April 19, 2011
  • 8. 8 Making  the  Ladder  Work  for  Us Awareness ✦ Self ✦ Others   ✦ Situaon Advocacy  –  clarifies  my  Ladder Inquiry  –  explores  your  Ladder Our  natural  tendency  &  comfort  with  default  approachTuesday, April 19, 2011
  • 9. 9 Default  Posi:on  -­‐  Advocacy  or  Inquiry Natural  Tendency  =  Promote  or  Queson More  Comfortable            Either          Or          Both Can  LEARN  to  be  more  Adept  Tuesday, April 19, 2011
  • 10. 10 Purpose  of  Advocacy Advocacy ✦ Reveals  your  thinking ✦ Describes  the  data  you’re  operating  from ✦ States  your  assumptions   ✦ Inquires  into  other  people’s  reactions  to  your  point  of  view ✦ Encourages  others  to  provide  different  perspectives  or   question  yours ✦ Helps  you  listen  with  an  open  mindTuesday, April 19, 2011
  • 11. 11 Purpose  of  Inquiry Inquiry ✦ Expands  current  understanding ✦ Explores  how  another  person  views  the  world ✦ Advances  genuine  curiosity ✦ Encourages  openness  to  another’s  perspective ✦ Promotes  Inquiry  not  InquisitionTuesday, April 19, 2011
  • 12. 12 Climb  UP  Advoca:ng   Move  up  one  rung  at  a  me  allowing  others   to  follow  your  thought  process Reveal  your  thinking   and  how  you  arrived   at  your  conclusion  Tuesday, April 19, 2011
  • 13. 13 Ques:ons  to  ask  when  Advoca:ng “What  quesAons  do  you  sAll  have?” “Does  it  make  sense  to  you?” “What  am  I  missing?”Tuesday, April 19, 2011
  • 14. 14 Advocacy  RISK  Vulnerability  possibility  –  you’re  out  there  Tuesday, April 19, 2011
  • 15. 15 Walk  DOWN  Inquiring Find  out  data   person  is  usingTuesday, April 19, 2011
  • 16. 16 Ques:ons  to  ask  when  Inquiring “What  do  you  mean  when  you  say…?” “Is  there  a  different  word  or  phrase  that   would  help  clarify  your  meaning?”Tuesday, April 19, 2011
  • 17. 17 Inquiry  Challenge  &  RISK Difficult  to  listen  and  not  defend Culture  usually  rewards  having  answersTuesday, April 19, 2011
  • 18. 18 Balancing  Advocacy  &  Inquiry only  or  over  Advocate ✦ Listening  diminishes only  or  over  Inquire ✦ Knowledge  not  sharedTuesday, April 19, 2011
  • 19. 19 Dysfunc:onal  Use  of  the  Ladder   Intent  to   understand   is  the  cri4cal   condi4onTuesday, April 19, 2011
  • 20. 20 Trust  -­‐  Respect  -­‐  Civility       Create  and  sustain  a  genuinely  safe  space  to   allow  for  risk,  vulnerability,  shared   meaning,  and  breakthrough  thinking   ✦ Trust  –  depend  on  &  believe  in  you  &  me ✦ Respect  –  value  I  have  for  myself  &  you ✦ Civility  –    beyond  courtesy  &  politeness “Trust  is  the  acAon  side  of  respect  –  show  your  respect  by  trusAng.”     Caela  FarrenTuesday, April 19, 2011
  • 21. 21 Pause,  Reflect,  Check Either  aware   of  each  rung   of  the  ladder -­‐  OR  -­‐     likely  to  do  It   AGAIN  and  againTuesday, April 19, 2011
  • 22. 22 Recap  Ladder  of  Inference ✦ All  rungs  take  place  in  your  head Awareness  &  Reflec:on ✓ Surface  your  own  thinking ✦ Is  unconscious  process ✓ Capture  it  and  consider  it ✓ Think  about  your  Thinking ✦ Trip  up  the  ladder  is  rapid Advocacy ✓ Make  your  thinking  and   ✦ Seems  reasonable reasoning  visible  to  others ✓ Communicate  your  perspecve ✦ OOen  leads  to  misguided  beliefs Inquiry ✓ Listen  with  intent  to  learn ✦ Reflexive  loop  affects  the  data   ✓ Use  unaggressive    language  to   queson  and  learn you  select  next  .me ✓ Ask  self  and  others  WHYTuesday, April 19, 2011
  • 23. 23 For  More  Informa:on Presented  by In  collabora2on  with Sylvia  Gaffney,  Ph.D. OPTIMIZE  Central info@ico-­‐consul.ng.com sylvia@gaffney.com www.ico-­‐consul.ng.com www.gaffney.comTuesday, April 19, 2011
  • 24. 24 For  More  Informa:on Presented  by Sylvia  provides  custom-­‐designed  consul.ng   services  in  organiza.onal  effec.veness  and   change  managements  assistance  to   companies  on  a  na.onal  and  interna.onal   basis.  Her  work  helps  companies  integrate   their  business  planning  through  a  systems   perspec.ve.  She  facilitates  processes  to   Sylvia  Gaffney,  Ph.D. improve  team  building  and  blending,   leadership  development,  intergenera.onal   OPTIMIZE  Central challenges,  cultural  change  issues,   sylvia@gaffney.com resilience,  strategic  reten.on,  and  strategic   staffing.    Sylvia  owns  and  operates  Gaffney   www.gaffney.com Corporate  Strategies  and  Op=mize  Central.Tuesday, April 19, 2011