Resolving Conflict in the Workplace Using the Ladder of Inference

1
Resolving Conflict in the Workplace Using the
Ladder of Inference
2
(No Transcript)
3

• Conflict is inevitable in any relationship, but
  it is not unsolvable. And the solution can often
  be found in how we look at the problem.
• Think of it like how Nike rebranded the meaning
  of the word impossible to Im Possible or
  Impossible is nothing. If we put our minds to
  it, literally nothing is impossible.
• The key is not to focus on reducing the conflict
  but on managing it. In a way, its not about
  having less but having the right conflict.
  However, lets not negate the fact that Cofounder
  Conflict can have a great impact on performance
  at the workplace.

4

• But have you noticed, that most of the time
  conflicts come from wrong assumptions about other
  peoples behaviour?
• For example, the constant pressure to act
  urgently often makes us jump to quick and
  inaccurate conclusions.
• Once weve made assumptions based on our
  observation or hearsay, we quickly conclude about
  the other persons behaviour or personality.
• Post that the argument is only about our
  conclusions, not the actual task or situation.

5

• So how do we keep our own behaviour in check and
  have a constructive discussion with coworkers?
  One simple action is to ensure that our arguments
  and actions are based on facts and realities, not
  on assumptions.
• We may also look at the Ladder of Inference
  model coined by organizational psychologist Chris
  Argyris and used by Peter Senge in the book, The
  Fifth Discipline The Art and Practice of the
  Learning Organization.
• This model basically talks about how we move from
  observation to a conclusion to action.

6

• So, lets get to it! Here are the steps in the
  ladder of inference
• Step 1 Observation We observe some realities
  and facts.
• Step 2 Assumption Based on our prior
  experience, we interpret the facts and make our
  assumptions, which may or may not be far from
  reality.
• Step 3 Conclusion We draw conclusions based on
  our interpretation of the facts and assumptions.
• Step 4 Beliefs We develop beliefs based on our
  conclusions.
• Step 5 Action We take action that seems
  right because that is based on what we believe.
  Again, it may have no connection with reality.

7

• Imagine, two people are having a heated
  discussion and both are arguing based on their
  individual conclusions.
• These conclusions may be far from reality and are
  based on individual assumptions. Now the
  conversation would end up creating a lot of noise
  but all far from the facts and realities.
• Lets try this to untangle such a messy
  conversation- walk down the ladder of inference
  to share your observations and assumptions and
  invite the other person to do the same.

8

• The fact is that Cofounder Problems comes from
  wrong assumptions by missing facts and
  reasoning. When we share our observations and
  assumptions and we invite others to do the same
  we get back to the facts and use our beliefs and
  experiences for positive effect, rather than
  allowing them to narrow our field of judgment.
• Walking down the ladder of inference can lead you
  to get better results, based on reality. And,
  avoid unnecessary conflict and arguments.

9

• Helpful Tip Use the following questions to use
  the Ladder of Inference at any stage to keep a
  check on your thinking process
• Is this the right conclusion?
• Why am I making these assumptions?
• Why do I think this is the right thing to do?
• Is this really based on all the facts?
• Why do I believe that?

10
Next time when you feel the clouds of Cofounder
Conflict approaching, use the ladder of
inference to resolve and correct conflict at
the nascent stage.
11
Have a tete-a-tete with our coach!
Coffee on us. Promise.
12
Interested in knowing more about us?
Co-founder Relationship is a part of Founders
Nest the space for founders to find their
footing!