News Letters
Within the monthly newsletter, we'll keep you up to date with interesting and inspiring articles and tips.....
# 3:
It is with great pleasure that I share with you my advances into the world
of sustainable change and transformations. Having been through many years of
rigorous training by some of the gurus in the coaching and organisational
development industries, I have found this year to be that of a woman
stepping into her power.
The coaching journey has taken me on many adventures to reveal to me the
beauty of human beings as they step into their excellence and explore the
bounty and magnificence of existence from a place of centeredness with
quality of Being.
It is for this reason, having seen my coaching model successful on
individuals across a broad spectrum, that I am now working predominantly in
organisations with senior management and executives to bring about
meaningful transformation and facilitate transitions.
I imagine this begs the question 'why senior management and executives?': it
is my experience, from training and facilitating Advanced Communication and
Mentorship programs, that unless the culture of the organisation supports
things such as empowerment and progressive methods of management/ leadership
aligned to New Economy, it can be challenging to introduce this work on the
lower levels.
As such I have taken to more comprehensive interventions to maximise the
success of coaching, acquiring brilliant culture and High performance
leadership assessment tools and the skill to use them (courtesy of Christo
Nel and the Village of leaders) to ensure comprehensive strategy to engaging
organisations to become change fit. It does begin with the individuals and
teams within a system, but considering the amount of collusion evident in
most systems, it is useful to establish the key areas and drivers of a
system's culture to ensure we engage in change that is relevant, viable and
meaningful. We have also taken on some powerful associates to fill the gaps
and ensure that we can deliver.
Many of you may also be aware of my passion for and expertise in
contemplation methods: As such I have also been working with Otto Scharmer's
U Theory, a brilliant model that is being rolled out in blue chip
organisations and communities globally, both Otto and Peter Senge advocate
contemplative practices for Leaders and within organisations as a method of
'Leading from the emerging Future'. For more information read Scharmer’s
book 'Presence' or for a more in depth study 'U Theory'.
I have also continued with my own development and practice
by delving deeper into the world of Yoga and meditation and will soon be a
qualified Kundalini yoga teacher (15 years on I think it’s about time!) with
comprehensive and useful understanding of the chakra system.
Over and above adult learning, systems theory and managing
existential angst I have been collecting some useful sayings and readings.:
'Few people are capable of expressing with equanimity
opinions which differ from the prejudices of their social environment. Most
people are even incapable of forming such opinions.'
- Albert Einstein
'The greatest discovery of my generation is that a human being can alter his
life by altering his attitudes.'
- William James
I recently came across a nice, simple explanation of The Ladder of
Inference, written by Fred Kofman of Axialent Inc.
'Our patterns of interaction with others and the world at large may become
"hard-wired" into our brains such that we are oblivious to the process.
While some habitual skills are efficient, such as driving a car or tying our
shoes, the unconsciousness with which we can rapidly draw conclusions based
on a set of observations and then act on those conclusions can have grave
consequences. It can negatively affect our work and our personal
relationships.
Such an awareness can lead to what Chris Argyris calls "skilled
incompetence": we produce unwanted results with great skill and in a way
that makes it impossible for us to recognize that the results are derived
from our actions. We typically attribute the breakdowns and undesired
outcomes to anyone or anything but ourselves. If we do not develop an
awareness of our thought processes, we remain unable to change recurrent
patterns of inefficiency and suffering.
The ladder of inference is a model that describes how we make sequential
(and sometimes untested), subjective interpretations or inferences from a
set of observations, and then commit to act based on those inferences.
Successful use of the ladder of inference allows us to develop greater
awareness of our thought processes by revealing the steps in our reasoning.
The rungs of the ladder of inference
The imaginary ladder we propose in this model has five rungs:
At the first rung, we select observable data – observations – that can be
witnessed by others.
On the second rung of the ladder we create a story, theory or interpretation
about what is happening based on the observable data we have selected.
On the third rung we make attributions about others and make further
interpretations about the nature of the situation we face. At this stage we
construct a problem from the inferences we have made, determine what needs
fixing and decide what actions are available to us.
On the fourth rung, we draw conclusions and make decisions about how to
solve the problems that we have constructed.
On the top rung of the ladder, we act. We have created a plausible
interpretation of reality (without checking for confirming data) and take
action according to the conclusions that we have reached.
Typically we travel rapidly up the ladder without being aware of our own
process.
To increase your awareness of (and on) the ladder of inference:
Remember that others can make different and legitimate inferences and
assessments about the same situation.
Become curious about the other person's data, reasoning, and concerns. This
calls for an "empathy shift," i.e., abandoning the logic of our view of the
world and temporarily adopting the view of the other person.
Reveal your data, reasoning, and concerns, so that the other person can
better understand your thought process.
Inquire about "low level" data (observations) that supports the other
person's perspective, and offer the same kind of data to support yours.
Share your assumptions and become curious about the assumptions underlying
the other person's reasoning.
Ask for or provide examples and illustrations when you hear an abstract
statement. Before you speak about a high-level conclusion provide some
concrete instances of what you think.
Check to see if your mental model is preventing you from hearing the other
person's argument.
Be willing to be mistaken. Admitting that one is mistaken is an honorable
option, and can actually provide for a constructive opening for more
productive conversations.
Conclusion
The ability to infer from conversations, information and events is an
important cognitive skill; it helps us add meaning and context to what we
experience. The ladder of inference demonstrates both the power and danger
of that ability, and can help us to differentiate between inferences founded
on observations and those based on untested premises and faulty deductions.
We can best improve communication and understanding by sharing our thinking
process rather than thinking products thereby constructing a new ladder in
alliance with the other person. What we lose in self-righteousness and
self-congratulation will be gained in increased effectiveness and improved
partnerships'
Wishing you all a warm winter and abundant blessings.
Natalie Vlismas- Transformation and Transition Coach
082 659 9866
+27 11 646 9891
The Coach Network cc
www.thecoachnetwork.co.za
info@thecoachnetwork.co.za