Argyris' Ladder of Inference Flashcards
A model of how people learn. (14 cards)
What is the Ladder of Inference?
A cognitive model by Chris Argyris that explains how people move from observing reality to taking action based on their beliefs—often unconsciously—by climbing a “ladder” of mental processes.
Why is the Ladder of Inference important in leadership, coaching, and communication?
It helps individuals identify and question their assumptions, improve reasoning, reduce miscommunication, and make more thoughtful, evidence-based decisions.
Who developed the Ladder of Inference, and who later popularised it?
Chris Argyris developed the model; Peter Senge popularised it in The Fifth Discipline.
What is the first step on the Ladder of Inference, and what does it involve?
Observable Data and Experiences – What we directly see, hear, or observe without adding meaning.
Example: “I notice my colleague interrupts me during meetings.”
What happens at the “selected data” step of the ladder?
We subconsciously filter and focus on certain parts of the observable data, ignoring the rest.
Example: “I focus on how often I’m interrupted, but ignore that they interrupt others too.”
What does the “add meaning” step involve?
We interpret the selected data using our personal and cultural background, values, and experiences.
Example: “In my culture, interrupting is rude, so I feel disrespected.”
What occurs at the “make assumptions” step of the Ladder of Inference?
We jump to conclusions based on the meanings we’ve assigned to the data.
Example: “They must think their ideas are more important than mine.”
What is the step of “drawing conclusions” on the ladder?
We solidify our assumptions into conclusions about the person or situation.
Example: “They don’t respect me as a colleague.”
What happens at the “adopt beliefs” step?
We integrate our conclusions into our belief system, which then colours future observations.
Example: “That person is arrogant and dismissive.”
What is the final step on the Ladder of Inference, and what does it lead to?
Taking Action – We act based on our reinforced beliefs, often without checking their accuracy.
Example: “I avoid working with that colleague or become passive-aggressive in meetings.”
What is a potential consequence of climbing the Ladder of Inference too quickly?
Miscommunication, damaged relationships, and poor decisions based on flawed assumptions.
How does the Ladder of Inference support effective coaching?
It encourages clients to slow down their thinking, reflect on their assumptions, and consider alternative explanations before acting.
How might a coach use the Ladder of Inference with a client who says, “My manager never listens to me”?
By exploring:
• What exactly happened (observable data)?
• What did you focus on?
• What meaning did you assign?
• What assumptions followed?
• What belief did you form?
• What actions resulted?
How does the Ladder of Inference relate to Argyris’ double-loop learning?
Both focus on surfacing and questioning underlying assumptions and beliefs to support deeper learning and more adaptive behaviour.
