The Ladder of Inference Take Action
Adapt Beliefs
Take actions that seem “right” based upon belief.
Over time, deep-seated beliefs are set due to
Draw Conclusions
Draw conclusions based upon interpretation of assumptions.
Make Assumptions
Apply existing assumptions without considering all available data.
Add Meanings
Select Data
Observe Experience
Interpret what the data mean.
Filter data selectively based upon beliefs and prior experience.
Observe & collect data from experience.
The Ladder of Inference describes the subconscious thinking process that we go through to get from observations to decisions or
actions.
There are several cycles to be aware of in using this metaphor:
1. “Jumping to conclusions” means you are skipping quickly between what is observable and the conclusions that can be drawn.
2. Beliefs lead to actions and to choices about what data are examined or ignored in the future. In fact, we choose to ignore data
that seems to be at odds with our beliefs. Re-examining data and observations are the only way to shift belief systems.
3. Our actions, which are based in belief, can cause us to create situations in which we can observe more data that will support
our beliefs…that is, we may question or create circumstances that will fulfill our beliefs rather than being open to change and
tentative.
4. We can test assumptions by questioning and relating consistently back to the observable data. This helps to ground
assumptions into more reliable conclusions which then form beliefs.
Usefulness of the Theory The Ladder of Inference helps us validate or challenge conclusions in ourselves and with others. The step-by-step reasoning process
helps you remain objective and, when working with or challenging others, reach shared conclusions without conflict. Use the following
steps to challenge thinking using the Ladder of Inference:
1.
Identify where on the ladder you are. From your current "rung", analyze your reasoning by working back down the ladder.
2.
At each stage, ask: WHAT am I thinking and WHY? As you analyze each step, you may need to adjust reasoning.
3.
The following questions can help work backwards (coming down the ladder, starting at the top):
 Why have I chosen this course of action? Are there other actions I could have considered?
 What belief(s) lead to that action? Was it well-founded?
 Why did I draw that conclusion? Is the conclusion sound?
 What am I assuming, and why? Are my assumptions valid?
 What data have I chosen to use and why? Have I selected data rigorously?
 What are the observable facts that I should be using? Are there other data I should consider?
4.
With a new sense of reasoning (and perhaps a wider field of data and more considered assumptions), you can now work
forwards again – step-by-step – up the rungs of the ladder.
Information extracted from http://www.mindtools.com/pages/article/newTMC_91.htm The Ladder of Inference was first put forward by organizational psychologist Chris Argyris and used by Peter Senge in The Fifth Discipline: The Art and Practice of the Learning Organization.