Organizational Development for Knowledge Management at Water ...

(c) We interpret our observations and create meaning and understanding from that
interpretation. Then, ...
(d) We make assumptions based on our meaning and understanding, which leads to ...
(e) Conclusions regarding the situation. From these conclusions we then create or
adapt ...
(f) Beliefs about a situation, which through extended experience we take as beliefs
about the world. These beliefs then ...
(g) Guide or determine our actions.
This process is often unconscious and we are not aware of the role of our limited view of the
situation or of the assumptions we have made. This leads to actions that come from a particular
frame of reference, mindset or what Senge calls a mental model.
What value is there in checking our assumptions? All too often, people fall into what may
be termed "competency traps,‖ a routine of problem solving that provided initial success and is
used over and over with little regard for how accurately it fits with the current problem. The
ladder of inference helps us break out of that trap by providing an easy tool to ask, "What
assumptions am I making about this particular situation that may be wrong and/or limit my
deeper understanding of the problem?" As we work to more clearly understand the problem, we
may actually be able to reframe our perspective to more effectively understand the problem.
What value is there in being more aware of your own reasoning? The ladder of
inference helps us understand why it is important to make our reasoning steps explicit. By
consciously reviewing the information that supports our conclusions, we can improve our ability
to explore complex problems and reduce those instances where (often without realizing it) we
"jump" to conclusions based upon information that is incomplete.
What value is there in making your reasoning clear to others? People often employ
defensive behaviors such as trying to control situations that we have little control over, always
acting as if we're in control, and never saying "I don't know." By having a tool which provides us
an opportunity to say, "As I understand what you're saying, x leads to y which results in z. . . am
I on track with your thinking," we don't have to resort to trying to defuse complex issues on our
own or end up attempting to cover up the fact that we don't understand the situation.
What value is there in inquiring into other’s reasoning? When people in organizations
jointly practice skilled incompetence, the result is the formation of defensive routines. By having
a mutually acceptable tool, we can inquire into each other’s thinking without resorting to
rudeness.
A very powerful application of the ladder of inference is to introduce it at the beginning of a
project. When team members commit to individually and collectively examine their beliefs and
assumptions and making them explicit, a great deal of time spent arguing and going around in
circles can be eliminated.
A similar concept to the ladder of inference is Senge’s ―mental models.‖
Expected Outcomes:
Improved problem solving and decision-making.
Improved knowledge sharing and communication.
Better understanding of our own assumptions and mental models that we use to
interpret situations and develop solutions.
A more open mind to other people who see things differently than we do.
Improved ability to think critically about issues and problems.
See:
Case Example #9 (The Socio Economic Unit Foundation, India)
Case Example #21 (NASA)
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