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Tag Archives: Problem Solving



The Ladder of Inference is a model that was first developed by organisational psychologist Chris Argyris in 1992 and later used by Peter Senge in his book, The Fifth Discipline Fieldbook.

The ladder depicts the unconscious thought process that we all go through to get from facts to a decision for action. It attempts to explain how we tend to behave or "jump to conclusions" when faced with a "situation".

  1. We select 'facts' (although not necessarily consciously) from our data bank of experience, facts, beliefs and
  2. Once we have selected data, we begin to add meaning to it. We interpret, that is, make assumptions about what we see, hear, read, feel and we impose our own interpretations on the data.
  3. Then draw our conclusions from We lose sight of how we do this because we do not think about our thinking. The conclusions feel so obvious to us that we see no need to retrace the steps we took from the data we selected to the conclusions we reached.
  4. Our conclusions become part of our data bank - whether 'true' or distorted, they will influence future thinking.

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Grid analysis is a useful technique to use for making a decision.

It is most effective where you have several good alternatives and many factors to consider.

To download an explanation of how to use the model Click Here


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This is one of many models of how to solve problems.

It can give you and your team some structure if you need to find a solution which everyone needs to buy implement and learn from.

1.  Identify The Problem

  • What is it you acutely want to change? It is remarkable how often a group of people sit down together to solve a problem and each has a different understanding of the issue and a different outcome in mind. It is essential that all the key stakeholders agree on the nature of the
  • You then need to analyse the problem in more detail. What factors are having an impact on the problem in question? What specifically is going wrong and to what extent? How should things be? Be careful not to define the problem too narrowly or too broadly, or in terms that place inappropriate emphasis on insignificant
  • You should also avoid the tendency to stick rigidly to your original definition of the problem. Things change and it is important to check that the problem still exists in the form you have defined

2.  LOCATING THE CAUSE OF THE PROBLEM

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Paul Bridle speaks to Ed Rigsbee, Chief Membership Evangelist, about Membership Return on Investment within an association.  www.edrigsbee.com

 


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