Sunday, April 26, 2009

The Ladder of Inference


The following was first presented to me by my good friend and mentor, Jim Boylan, PathFinders Consulting Alliance. Jim knows a great deal more about this than I do. So, if you are interested in the deeper implications of how the Ladder of Inference affects relationships, please contact Jim at jbpathfinders(at)roadrunner(dot)com, or click on the PathFinders Consulting Alliance tab at the top of the blog.
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How do you define Truth? What do you believe about human capability and motivation? What do you believe about human nature?

You probably don't spend a lot of time thinking about these questions. But, these definitions, beliefs, and assumptions about others are always acting, filtering, and coloring your response to what is going on around you.

Here's an example. You are driving down the road at a sedate 40 miles per hour in fairly heavy traffic. A small, beat up sedan comes up from behind you, zigzagging in and out of traffic, traveling far too fast for conditions. He cuts in front of you, almost taking off your front bumper. Hanging his head out the driver's side window, he shouts something at you, and speeds away, continuing to quickly weave through traffic.

Your first thoughts are probably "What an Idiot!" or something more forceful. Because of our culture most of us assume that it is inappropriate to flaunt traffic laws, or to endanger other drivers. You know from the kind of car the person was driving, and the way he was behaving, that this is clearly some deadbeat nut who shouldn't have a driver's license. In fact, you may feel this so strongly that you offer the fellow a parting disparaging salute as he drives away.

You have observed a situation, applied your filters and assumptions about proper highway etiquette and behavior, and have come to a conclusion about the character and motivation of that person, and you have acted on your conclusions.

You have just climbed the "Ladder of Inference". (To see if you climbed the correct ladder, read the last paragraph of this post.)

Here's how the Ladder of Inference works:
  • I observe objectively - Observation by itself is not a biased activity. When I observe I see what happens, hear what was said, or experience a situation - no more and no less.
  • I select data from what I observe - Here is where the filtering begins. I create assumptions about which parts of the event I have observed are important. This assumption about importance is based on how the things that have been observed affect me, or fit into my cultural experience. A person from one culture may not understand the significance of events that occur within another culture. Culture can be large (a country, religious group, political party, or shared language), or small (individual, family, or workgroup).
  • I add meaning to what I have selected - At this point, I imply meaning using the norms of my culture, or experience.
  • I make assumptions based on the meaning I have added - This process begins to fill in gaps in knowledge. Where I don't know something about the event, I naturally assume that the motivations, behaviors, wants, desires, likes and dislikes should match my own. These assumptions take the guesswork out of understanding the situation.
  • I draw conclusions which prompt feelings - Now that I understand the situation, and have filled in the gaps with assumptions, I can draw conclusions about why the person is behaving that way. And, of course, I immediately begin to have feelings about these conclusions.
  • I adopt beliefs about the world - Based on my conclusions, I can now see that there are things within the world that are out of alignment (or in the case of a positive conclusion, in alignment). I am having either negative or positive feelings about the situation. And, at this point, I believe some form of action, whether it is a physical act, spoken words, or other behavior on my part, is necessary.
  • I take action based on my beliefs and feelings - I now fully understand the entire situation and take the necessary action: I give the departing driver a negative hand gesture. Or, in the case of a work situation, perhaps I say something that I believe to be appropriate based on my conclusions about the current situation. This is often an emotional, rather than a rational response.
This move up the Ladder of Inference takes milliseconds. It happens all day long. It happens when we interact with people, and when we read the news. It also affects how others see us as they climb their own Ladders of Inference.

There are a few things you can do to help cut down the number of times you run up the ladder:
  • Make your thinking process visible to others by explaining your assumptions, interpretations, and conclusions. This is easier to do in the office where there are other people around to help you think through things than it is while you are alone, driving down the road. But, even when you are alone, you can take a moment to examine your journey up the ladder before deciding what action you will take.
  • Invite others to test your assumptions and conclusions. When you have the opportunity to work with others, have them help you think things through.
  • Use respectful inquiry to help others make their thought processes visible. Use open and nonjudgmental questions, rather than questions that exhibit a bias.
  • Explore impasses, and don't agree to disagree too soon. This helps you avoid hidden or unspoken assumptions and conclusions that hide the journey up the Ladder of Inference.
Next time you find yourself having an emotional reaction to something, take the time to notice what triggered this feeling. Observe the events that have occurred. Examine the data you selected. Think about the filters you use to interpret information. Identify your assumptions and conclusions. Understand the root of your feelings. And then select the action you will take.
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By the way, in case you are curious, the fellow driving the beat up sedan was on the way to the hospital with his wife who was seven months pregnant. Her labor started unexpectedly while riding in the car. The hospital was only 2 blocks away. The life of both the mother and the baby were at risk. What he shouted out of his window was "I'm sorry, please excuse me."

What did you think he said?
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Here is a slide, provided by Jim Boylan, PathFinders Consulting Alliance, that can be used when talking through the Ladder of Inference with a group.


Saturday, April 4, 2009

Trust

Trust is the essential ingredient in any successful relationship. Whether that relationship is between two people, within a family, organization, community, or government, trust is the element that allows the relationship to function effectively.

In their book "The Leadership Challenge" Kouzes and Posner express the importance of trust this way:
Trust is at the heart of fostering collaboration. It's the central issue in human relationships within and outside organizations... Individuals who are unable to trust other people fail to become leaders. (The Leadership Challenge - P. 163)

In "The Speed of Trust", Stephen M. R. Covey notes that in high trust organizations the speed of every aspect of the business goes up and costs go down, whereas in low trust organizations speed suffers while costs can rocket upward. (The Speed of Trust - P. 13)

Trust is the lubricant that lets an organization work smoothly and quickly. In high trust situations ideas are communicated with a minimum of effort, tasks are completed without excessive oversight, processes flow without excessive rules, and people feel valued and empowered. In a low trust environment, a cultural friction develops that causes the slowing of systems, growth of management structures to oversee and monitor work, establishment of new bureaucracies, and creation of rules. In these environments true leadership becomes almost impossible.
Because they can't bear to be dependent on the words and work of others they [leaders] either end up doing all the work themselves or supervise work so closely that they become overcontrolling. Their demonstration of lack of trust in others results in others' lack of trust in them. (The Leadership Challenge - P. 163)

The leader's own assumptions about the organization play an important role in creating a high trust environment. Edgar Schein says that "... a fully connected [communication and information] network can only work if high trust exists among all the participants and that high trust is partly a function of leader assumptions that people can be trusted and have constructive intent." (Organizational Culture and Leadership, p. 370)

If a leader starts from the position that people cannot be trusted, communication and information networks cannot function quickly. The cultural friction slows every aspect of the organization.

A lack of trust is often translated into a feeling of suspicion. A leader working in a suspicious system feels that everything that is done should be questioned. Employees feel that they have to cover their backside with extra work, and that everything will be checked, and double-checked. Within all of this effort, the lack of trust (suspicion) robs the leader and the organization of time and money.

Mahatma Gandhi believed that "When there is suspicion about a person's motives, everything he does becomes tainted." (The Speed of Trust, p. 8) Therefore, in organizations where there is low trust, no matter how much additional work is done, it is the underlying motives of the leader or workers that will be questioned. There will always be the search for the hidden agenda or conspiracy.

In his Leadership Diamond Model, Dr. Peter Koestenbaum expresses the belief that trust is an essential part of the ethics of the leader. (The Philosophic Consultant, P. 46) Koestenbaum would agree with Schein that a leader's assumptions about the organization, and the leader's ability to behave in an ethical manner toward the organization (an attitude of care and empathy for humanity, and how our actions affect others), contributes to the environment of trust within an organization.

But, if the experts agree that trust is so important to a leader's success, 1) why do so many leaders fail to understand that their inability to succeed is tied to their own inability to establish trust within their organizations? And, 2) what can a leader do to create trust when it does not naturally exist?

Before a leader can start to build (or rebuild) trust, a leader must understand that a trust gap exists. This is a bit like starting any 12 step program - the first step is recognizing that you have a problem, and need help. Without recognition, you can never cross the gap because you are unaware that it exists.

As to why so many leaders fail to see the trust gap, it is hard to say. But it is likely that the answer lies within the leader. Kouzes and Posner show that managers and leaders "... with the highest control scores have the lowest personal credibility." (The Leadership Challenge - P. 166) Credibility is an essential element in trust; we tend to trust people we see as credible. Highly controlling behavior on the part of the leader sends a signal that is received as "You don't trust me." When I see myself as trustworthy, and receive the signal that says I am not trusted by the leader, I respond in kind; I will not trust the leader.

Let's say you are the leader in question. Breaking this cycle starts with you. Before you can ask others to trust you, you must first demonstrate your trust in others. This means going first, being willing to risk, and communicating.

Communications - letting people know what you are thinking, when you are thinking it, and why you are thinking it - is the starting point. Constant, person to person, open, and honest communications is a step in recreating a trusting relationship. Self-disclosure, and a willingness to be vulnerable to others whose behavior you cannot control is all part of this process. (The Leadership Challenge - P166-170)

There is more to the process. And, if you are interested in taking the journey required to rebuild trust, I recommend both The Leadership Challenge, and The Speed of Trust. In addition, a good coach could be worth their weight in gold (literally speaking). Creating trust within your organization could make the difference between success and failure, for both you and the organization.

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