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Discussing the Undiscussable (Ladder of Inference (Draw a conclusion (The…
Discussing the Undiscussable
Organizational Defense Routines
:
Created by reactions to threat and embarrassment and loss of control*
Undiscussables
:
we generally share our emotionally charged assessments and theories w/ those who will be sympathetic to our views, not realizing that we are perpetuating the undiscussable
Unilateral Control Model
defensive one-sidedness in thinking & imposing that thinking on others. You are right, they are wrong
When an inadequacy, mistake or contradiction has been exposed. Competency is called into question
Our predominant concern is self-interest and self-preservation
For me to be effective, everyone has to be ineffective
Double Loop Learning
1st Loop
Common rapid fire approach to solving problems
Changing course of action when something doesn't work
2nd Loop
take into account thinking, values and assumptions behind all actions
Examine the thinking that fueled them and how it can be changed
Left-Hand Column
:
write down recollection of a conversation that proved difficult or went in an unanticipated direction
RHC
: write down a sample of what was actually said
LHC
: write down what you thought and felt, but didn't say
consider it later on and look for specific thinking and actions that led to undesirable results
Need to truly understand our thinking to reveal 3 embedded assumptions
Other person is the problem
Your conclusion is factual
That your view is complete, rather than partial
Ladder of Inference
We talk to each other from the top of our respective ladders
Draw a conclusion
The validity of our conclusion seems obvious to us
Interpret data
select data
Ladder of Inference
Advocacy and Inquiry
Advocacy
:
reveal steps in your thinking which helps promote learning
Inquiry
:
high quality inquiry seeks alternative views, probes views of others and encourages challenges to your view
What is your reaction to what I just said?
Do you see it the same way or differently?
What might I be missing?