Presented by Chris Turner - Amazon Web...

Ladder of Inference

Presented by Chris Turner

© Radical Transformation LLC – 2011

Presented by Chris Turner

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Course Objectives

1. Define the difference between Hard and Soft Skills

2. Define the three reasons why companies fail

3. Define how we use the Ladder of Inference process

4. Define how we should use the Ladder of Inference process

5. Define the process for Asking and Telling

6. Define how to use the Ladder of Inference to improve

communication.

© Radical Transformation LLC 2009 3

Hard Skills of Lean

It is important to know that the application of lean

principles is primarily focused on using specific tools

and techniques to identify and eliminate waste to

add value for the customer. These are what are

known as the “Hard Skills of Lean.”

4© Radical Transformation LLC 2009

Soft Tools of Lean

There is another set of tools known as “Soft Skills.” These

are tools that give people a better understanding of how

they and other people operate inside their working

environment. When trying to change the culture of an

organization, we must start by getting people to

understand their own programming and how this affects

their working relationships.


#1 Reason Why >90% Fail!

The number one reason that over 90% of companies

fail to sustain their lean program is because they only

focus on the hard tools and ignore the soft tools.

They fail to understand that improving methods does

not mean that people will automatically alter their

attitude towards change.



The second reason why more than 90% of

companies fail, is because they use lean as part of a

cost cutting exercise, rather than using it for

continuous process improvement.



The third reason why more than 90% of companies

fail is because they do not have a clear strategy to

guide their lean implementation process. They use a

shotgun approach, which means they try to hit

everything, rather than identify and focus on

opportunities for improvement.


Jumping to Conclusions

Have you ever got yourself into trouble by jumping to

conclusions based upon what you saw in someone

else's behavior?

It happens more often than most of us realize.


Ladder of Inference

To explain why this happens, we are going to talk about a

process that Harvard Professor Chris Argyris developed

and called “The Ladder Of Inference.”

The Ladder of Inference was popularized by Peter Senge

in his book “The Fifth Discipline: The Art and Practice of

the Learning Organization.”


Metaphorical Ladder

It is a metaphorical ladder with

six rungs and seven processes.

We climb this ladder as we

move from taking in what we

experience, to deciding what we

believe, and to choosing our

actions.


Step 1 – Collect Data

Step 1: We collect data from

events that are happening

around us.

We capture the data just like a

video camera.


Case Study – Step 1

• As facilitator, you call a team meeting for 08:00AM

• You invite all six improvement team members to

attend the meeting.

• Everyone is present and on-time for the meeting

except Bob and Joan.

• Joan arrives at 08:10AM and apologizes for being late.

• Bob arrives at 08:30AM and immediately sits down

without giving any explanation for being late.


Step 2 – Select Data

Step 2: We are surrounded by

so much data that it is

impossible to process it all.

Therefore, we filter and select

the data we accept and ignore

the rest.



• Everyone is participating in the conversation

except Joan and Bob.

• Joan is sitting at the back of the room listening to

the conversation and texting on her phone.

• Bob is not focused on the meeting at all because

he is doing something on his iPad.


Step 3 – Add Meaning

Step 3: We now start to add

meaning to the data we

selected.

In other words, we start to

interpret the meaning of the

data.16© Radical Transformation LLC 2009


• Bob’s behavior is starting to irritate and distract

you and the other team members.

• Maybe he does not want to be part of the team?

• Why is he here if he does not want to participate?


Step 4 – Make Assumptions

Step 4: Now, we start to make

assumptions based on our

interpretation of the data we

selected.



• Bob is obviously not a team player.

• He arrived late and didn't even have the decency

to apologize or give an explanation about why he

was late.

• Bob’s behavior is disrespectful to the other team

members.


Step 5 – Draw Conclusions

Step 5: Our assumptions now

move us to where we start to

draw conclusions about the data

or event.



• Bob was late on purpose. He knew the meeting

was starting at 08:00AM.

• He decided to come late because he wants to

make a point.

• It’s obvious by his behavior that he does not want

to participate in the improvement team.


Step 6 – Adopt a Belief

Step 6: Our conclusions will help

us to adopt a belief about the

situation we just observed.



• Bob always arrives late for meetings

• Bob is not focused on the improvement process

when he is in the meeting.

• I cannot count of Bob, he is unreliable.


Step 7 – Take Action

Step 7: Our adopted belief will

influence the actions we will

take.



• I am going to remove Bob from the improvement

team.

• I will replace Bob with another employee who

wants to be on the team.

• I will find someone who is more reliable than Bob.


Reflexive Loop

The negative impact of the Ladder

of Inference is that we establish

what is called a “reflexive loop.”

This occurs when our beliefs affect

what data we select next time we

experience a similar event.


Case Study - Outcomes

Based on the facilitator’s adopted

belief about Bob’s behavior, here are a

couple of questions:

• Will Bob remain on the team?

• Will Bob be asked to participate in

another improvement team?

The answer is probably “NO” to both of

these questions.



The real problem is that we still

don’t know the reason for Bob’s

actions because the facilitator did

not use any telling and asking

skills!



It is appropriate for the facilitator to

establish a open dialogue with Bob to

use telling and asking skills:

1. The meeting was scheduled to start at

08:00AM (Telling)

2. Did you know it was at 08:00AM? (Asking)

3. You missed some important information, so

we need to get you up to date. (Telling)

4. What is the best way for us to bring you up

to date? (Asking)


How should it be used?

The Ladder of Inference is a tool to

help us to understand how we

process information, thoughts and

ideas so that we draw the right

conclusion and take appropriate

action.


Recap - What is it?

Very often, we come to a conclusion

and can believe something that is not

the truth.

It is always the best policy to gather as

much information as possible before

we make our final conclusions.


Data Passes Through Filters

Every time we experience an eventwe receive data and it passesthrough our mental filters that wecreate.

We form opinions about what wehave seen or heard and then wedraw conclusions and actaccordingly.

32© Radical Transformation LLC 2009 School

Religion

Data Processing is Fast

The entire process takes a matter ofseconds, so there is not much time toarrive at the most accurate conclusion.

We collect data from an event, draw aconclusion, form a feeling and then actor behave according to that feeling.

This is why we must defer judgment foras long as possible.

33© Radical Transformation LLC 2009 School

Religion

Asking and Telling

The Ladder of Inference becomesthe most effective when we developand use two important skills:

– Asking

– Telling


Telling

Telling is to state one’s viewpoint in

a tactful manner in an attempt to

avoid conflict, while at the same

time clearly defining where we

stand.


Asking

Asking is creating openness for

others to express their opinions

without fear of reprisal, in order that

all available information can be

considered.


Asking and Telling

We climb the ladder by: Telling

We descend the ladder by: Asking




Good decision making requirescollecting as much information aspossible.

When compiling your data dig deepfor facts and the details.

Ask multiple questions such aswhat, where, when, why, and how.



Make sure you look at the issuefrom all sides.

We are all biased about what wesee. There may be information weare not willing to consider.

Ask yourself: “Have I collected allthe information available to me?”



Most of the information you have collected will be useful to the outcome, while some will not.

Recognize that others may see data that you do not. Each of us has a tendency to see things our own way. Without realizing that other information is available.



Ask yourself: “Is the data I amselecting clear enough and relevantenough to allow me to see the wholepicture?”

If not, then go back and collect moredata.

Remember you are collecting data, notmaking a decision.



All of us are going to add meaningto information based upon ourpersonal feelings, passions, biases,and experience.

This is normal even naturalbecause we make use of ouremotions.



We should get everyone to tell andshare what they know about validdata and information.

In doing this we bring theknowledge and advice of others tothe table.

We need to listen to those with adifferent view from our own.



If we unknowingly selected thewrong information, we are nowincreasing the difficulty ofunderstanding the issue by addingmeaning to incorrect or biased data.

Ask yourself: “Have I considered thisissue from all stakeholder’s points ofview or simply though my ownfilters?”



We make assumptions. It’s a naturalstep in our thought process.

The concern is to ensure that ourassumptions are correct ones.

If our first three steps are taken withcare we can correctly begin to makesome assumptions.



In this step we need to continue toquestion, clarify and be thorough byevaluating all the data.

We also need to be aware of ourown feelings and biases. Weespecially need to be aware ofmaking false assumptions, notbased on fact.



Finally, we need to defer judgmentparticularly as it relates to otherpeople.

Ask yourself: “Am I reallycomfortable with the assumptionsthat I am making or do I need to goback and collect more data?”



The word conclusion means ajudgment or opinion formed afterthought.

Hopefully by now you have givencareful thought about the informationyou have collected and selected.



Haste and waste generally createbad judgment and narrow mindedopinions.

At this stage you need to continuequestioning yourself and others tobe sure your judgments are aimed atmaking the right decision and not atjudging other people and/or theirviews.



Be accurate and give properattention to this process so you canbe confident that you have notjumped to conclusions

The most important action whengoing up the ladder is to evaluateyour conclusions to make sure theyare correct by asking questions.

Time Out


This is a great place to call atimeout. It will allow an evaluationperiod to see if the team membershave additional information.The timeout allows you to cycleback to the bottom of the ladder toget all the stakeholders on the samepage by discussing the availabledata.

Time Out


If the team members are not inagreement, this step allows thecycling process to continue until allinvolved have an understanding ofeach other’s assumptions.

Ask yourself: “Have I hurried to myconclusion by hastily overlookingsomething vital?



Belief is the conviction that certainthings are true.

Belief is the foundation upon whichaction is built.

We are preparing ourselves to takeaction.



We should always remain flexibleand open to input new data when itbecomes evident.

Ask yourself these two questions:– “Am I confident that my belief is

true?”

– “Am I open enough to gain moreinsight?”

Step 7 – Take Action


Our actions should be plannedbased on our previous steps.

They need to be specific actionsthat are calculated and directed toachieve a positive outcome.

Ask yourself: “Will this actionproduce the desired results?”

Getting Results

Our action will deliver a result oroutcome. Is it the result we wanted?

Did we use data that delivered thebest results?

Or, did we use data that deliveredthe worst results?


Conclusion

It is important to use the Ladder of Inference to

understand how we see things and then use the

information to make decisions.

– If we select the best data, we will make better decisions.

– If we select poor data, we will make poor decisions.


Presented by Chris Turner - Amazon Web...

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