How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 72

The 7-steps model: All the information in the world - > I select DATA from what I
observe. -> I add MEANINGS (cultural and personal). -> I make ASSUMPTIONS based
on the meanings I added. -> I draw CONCLUSIONS. -> I adopt BELIEFS about the
world. -> I take ACTIONS based on my beliefs.
An obvious example of this would be only “hearing” that which supports your
own argument. But the process is usually much more subtle. Your background
influences the meanings that you ascribe to what you hear, which in turn leads
you to make assumptions. In fact, your beliefs affect which data you select in
the first place.
If you take the time to “walk” down the Ladder of Inference, you can learn a
great deal about how your own beliefs, assumptions, background, culture, and
other influences (i.e., your own personal paradigm) affect how you interpret what others
say and how you interact with them. It is also a useful tool for reaching a better
understanding of those you lead.
Exercise: To walk down your Ladder of Inference, try this:
1. Look at the front page of your daily newspaper, and pick a story.
2. Read the story, then answer this question:
 At lunch, one of your colleagues asks, “So, what do you think about [the topic of the
story you selected]?” How would you respond? (At this point, don’t overanalyze; just
respond.)
3. Next, think about how you arrived at your response. Consider these questions:
 What made you select that particular story? Did the headline tie in with strong
opinions or past experience on your part?
 What beliefs or opinions did you already hold, before you read the story?
 What kinds of assumptions did you make as you read the story (For example, if
people were quoted, did you believe them? Why or why not?)?
 How did those assumptions affect the conclusions that you drew about the story?
 Did your conclusions differ in any way from opinions that you already held?
Using the Ladder of Inference to Create an Environment of Leadership
As you interact with other people, try walking down the ladder to gain a better
understanding of how you - and they - think.
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Listen carefully to what people actually say. Try not to interpret at first.
Listen for conclusions and beliefs - yours and theirs.
Do they jump to conclusions?
What conclusions are you making as you listen?
Listen for directly observable data.
Can you form a picture in your mind of what they are saying?
Ask yourself: What led them to think as they do?
Suspend your certainties and conclusions.
Do they act as if their conclusions are obvious?
Do you?
Are there other ways of seeing things?
What must be the Ladder of Inference in their minds?