ABCD-Training-of-Trainers-Tools-July-2013

1.4. Ladder of Inference
(Adapted from Peter Senge, 1992)
Session Title
Session Objectives
Duration of Session
Resources
Training Materials
Ladder of Inference
Understand how we often make decisions, assumptions and judgements
about community members based on incomplete information
Challenges us to think about the ways we use information to inform
program design, delivery and partnerships
30 minutes
Flip chart
Markers
Hand out: Ladder of Inference (activity 1)
Random items typically found in a backpack: cellular phone, notebook,
soap, camera, apple, condom, book, etc. (activity 2)
Introduction
The Ladder of Inference is a tool which promotes critical thinking. It
encourages us to consider the mental models that inform our actions
by examining our assumptions, beliefs and the information on which
this is based. The ‘Ladder of Inference’ reinforces the importance of
having quality information as a starting point of building a holistic
understanding of a community – appreciating the assets and not just
looking at the needs. The Ladder of Inference helps us be aware of
how we:
Figure 2: Ladder of inference
• observe e and experience the world and take in information
through our senses
• sift data through selective filtering where we choose what we
want to focus on
• add meaning and make assumptions on this limited data
• make assumptions leading to conclusions
• create mental models and fixed beliefs that might not be true
• allow beliefs to shape our actions
• entrench paradigms (world views) by continuously selecting information which reinforces them
The ‘Ladder of Inference’ can particularly help us consider the assumptions we are making in the early
design of a program and give us time to consider the quality of the data on which important decisions
will be based. We should encourage at each step appreciation of the assets, strengths and potentials
embedded in the community. It can also be an excellent dialogue tool for partners to get to know one
another better and surface intentions. Partners can share their beliefs about community development
and information about the strengths and potentials of the community. They can test their assumptions
with one another by talking through the different levels ‘up’ and ‘down’ the ladder and catch
themselves if they are moving too quickly without enough information and making risky decisions.
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