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  • The Ladder of Inference: How Our Assumptions Shape Reality

    Your brain is wired for speed. It fills in gaps, makes assumptions, and jumps to conclusions—sometimes without you even noticing. When a team member misses a deadline, you might instantly think, "They're unreliable." When a client takes days to respond to your email, you might conclude, "They're not interested." These split-second judgments feel natural and we are all guilty of them—but are they accurate? The Ladder of Inference reveals how these mental leaps shape our decisions, relationships, and leadership effectiveness.  What Is the Ladder of Inference? Developed by Chris Argyris and popularized by Peter Senge, the Ladder of Inference illuminates the lightning-fast process our minds use to transform raw information into decisions and actions. Think of it as your brain's built-in story-making engine. Here's how it works: Observable Data: The raw facts What you actually see, hear, or touch Just the facts, no interpretation Selected Data: Your mental highlight reel Which details catch your attention What you choose to focus on Interpretation: Your personal meaning-making How you make sense of what you noticed The story you start telling yourself Assumptions: Your unconscious beliefs What you take for granted The gaps your brain fills in Conclusions: Your judgments What you decide is true The meaning you've created Beliefs: Your reinforced worldview How this situation shapes your thinking What you now hold as "truth" Actions: Your responses What you decide to do How you change your behavior When Your Ladder Leads to the Wrong Place Your brain climbs this ladder lightning-fast, often without you noticing. Let's see it in action: The Situation: Observable Data: Colleague checks phone multiple times during a meeting Selected Data: They're looking down, not participating Interpretation: They're not paying attention Assumption: They don't care about this project, they don’t care about me Conclusion: They're not a team player, they don’t like me Belief: They can't be trusted with important work Action: You exclude them from future projects But what if they were checking critical project updates? Or responding to a family emergency? One quick climb up the wrong ladder can damage relationships and derail collaboration. Three Tools to Stay Grounded Before you sprint up that ladder, try these reality checks: Get Real with the Data (The data I’m observing ….) What did you actually see or hear? Can you describe it without interpretation? What might you be missing? Check Your Emotions (The feeling that elicits in me ….) What feelings came up? How might they be coloring your view? What past experiences are influencing you? Question Your Story (The story I’m telling myself …) What assumptions are you making? What other explanations could fit? What would you need to verify your interpretation? Making It Work for You The goal isn't to stop using the Ladder of Inference—that's impossible and unhelpful. Instead, aim to: Notice when you're climbing Question your assumptions Stay curious longer Consider other perspectives Remember: The stories we tell ourselves shape our reality.  By understanding how you climb the Ladder of Inference, you can make more conscious choices about your interpretations, judgments, and actions. When we step back and challenge our assumptions, we open the door to clearer thinking, better relationships, and more effective decision-making. Instead of climbing the Ladder unconsciously, let’s choose to navigate the stories we tell ourselves with awareness and intention.

  • From Conflict to Collaboration: Building Trust-Based Teams

    One of the most frequent challenges I hear from leaders and teams is navigating workplace conflict. When I dig deeper, I often discover that the issue isn't the conflict itself—it's that people don't feel safe disagreeing with each other. Here's the truth: Conflict isn’t a problem—it’s a signal. The presence of conflict often signals engagement, passion, and diversity of thought. The real challenge is creating an environment where conflict drives innovation rather than division. Teams that master this become more resilient and turn challenges into opportunities for growth. The Dual Nature of Conflict Not all conflict is created equal. Healthy conflict  is productive and rooted in respect. It drives better ideas, challenges assumptions, and fosters innovation. Discussions focus on finding the best solution, not winning arguments.  Unhealthy conflict , on the other hand, is destructive. It damages relationships, erodes trust, and creates toxic environments. It can look like people staying silent in meetings but complaining afterwards and decisions getting revisited repeatedly without resolution.  The difference between these scenarios comes down to one thing: trust. When people fear speaking up, innovation stalls, resentment builds, and conflict shifts underground and people dread going to work. The Foundation: Trust Through Vulnerability Patrick Lencioni, in "The Five Dysfunctions of a Team," identifies trust as the foundation of high-performing teams. But not just any trust—specifically, the willingness to be vulnerable with each other. This means sharing not just our strengths, but our weaknesses, admitting when we need help, and being open about our mistakes. How do you know if your team has this kind of trust? Listen for phrases like:  "I made a mistake."  "I need help with this."  "I'm not sure I understand—can you explain that again?"  "I have a different perspective to share." Building vulnerability-based trust requires intention and consistency. Simple but meaningful practices—like structured team check-ins, shared experiences, and modeling openness—help trust flourish over time. Understanding Trust: The BRAVING Framework While trust can seem abstract, Brené Brown’s BRAVING framework  provides a practical, actionable  tool for building and sustaining it. Each element of BRAVING represents a core aspect of trust in relationships—both personal and professional. Boundaries Clear boundaries aren't walls—they're windows into our needs and values. Strong teams make expectations explicit: Establishing clear work priorities and expectations Communicating your availability for urgent vs. non-urgent matters Being explicit about response time expectations Reliability Do what you say you’ll do, consistently. Reliability is a practice, not a one-time achievement. It means: Starting meetings on time (and ending them early) Delivering what you promise, when you promise it Speaking up early when you might miss a commitment Accountability Own your mistakes, apologize, and make amends. In high-trust teams, accountability becomes a tool for growth rather than punishment: Leaders: "I dropped the ball on this. Here's how I'm fixing it." Teams: "I see a potential issue. Can we discuss it?" Everyone: "What can we learn from this?" Vault Respect confidentiality and avoid gossip. Confidentiality builds trust both ways: Don’t share information that isn't yours to share Create clear guidelines about what information can be shared and with whom Acknowledge and respect different cultural norms around privacy Integrity Choose courage over comfort and practice your values consistently. Values must be lived, not just posted on office walls: Make difficult decisions transparent Align actions with stated values, especially during challenging times Address concerns promptly and openly Non-judgment Create space where team members can ask for help without fear of judgment. Creating psychological safety means: Encouraging questions and concerns.  Respecting different working styles and preferences Supporting team members who ask for help Generosity Assume positive intent in others’ actions and words:  Check assumptions before reacting Provide context for requests and decisions Offer support before it's asked for Discussing BRAVING as a team can uncover both strengths and gaps in trust. By making trust more tangible, teams can work on it in specific, actionable ways. Leveraging Trust for Healthy Conflict With trust as the foundation, teams can engage in productive conflict—where ideas are debated vigorously, but relationships remain intact. Lencioni explains that trust enables people to challenge each other’s thinking in pursuit of the best solution, not personal victory. Signs of Healthy Conflict: Focuses on ideas and solutions Involves active listening and curiosity Results in better understanding Ends with clear next steps Signs of Unhealthy Conflict: Attacks people rather than problems Features defensive reactions Creates lasting tension Leaves issues unresolved By fostering trust, organizations create a culture where people feel safe engaging in honest, respectful conflict—leading to better decisions and stronger teams. Moving Forward: Your Next Steps: If you want to build a stronger, more engaged, and more inclusive team, start by strengthening trust and creating space for productive conflict. Assess your team’s trust level  using the BRAVING framework. Identify one BRAVING element  to focus on improving. Schedule regular check-ins  to discuss team dynamics. And remember: Model Vulnerability  – Leaders set the tone by demonstrating trust and openness. Set Clear Norms  – Define and regularly revisit expectations around communication and conflict. Encourage Diverse Perspectives  – Create opportunities for all voices to be heard, not just the most vocal ones. Trust-building isn’t a one-time event—it’s an ongoing practice. The goal isn’t to eliminate conflict but to make it productive, allowing diverse perspectives to drive innovation and growth. Recommended Resources • The Five Dysfunctions of a Team  by Patrick Lencioni • Dare to Lead  by Brené Brown

  • Navigating Election Uncertainty with Design Thinking

    Navigating Election Uncertainty with Design Thinking As we approach election season, it’s easy to anticipate a range of reactions—some of us might feel ecstatic, others indifferent, and some disappointed. Uncertainty can challenge team morale, individual performance, and even disrupt programming and fundraising efforts. So, how can we manage this? Design thinking gives us a way forward , offering a practical, people-centered approach to help schools and nonprofits address the unique needs of our teams and communities during unpredictable times. Let’s walk through how each phase can guide our planning. 🧠 Empathy: Start with Your People First, tune in to what your people are feeling. Emotions are running high, so give space—whether through check-ins, surveys, or 1:1 chats—for folks to share where they’re at. Empathy is all about listening and creating a supportive environment where everyone feels heard. 🔍 Define: Nail Down the Real Challenges What issues are most pressing? Here are some questions to clarify: • Employee Wellbeing : Will your team need extra support, like mental health resources or personal days? • Public Communication : Will you make a statement? If so, what tone feels right and aligns with your organization’s values? • Impact on Programs : How could election results affect the people you serve? • Handling Differences : How will you support respectful exchanges, especially if opinions diverge? This step helps pinpoint your organization’s specific needs. 💡 Ideate: Brainstorm Creative Solutions Now, it’s time to generate ideas. Think about responses that help create a supportive environment: • Offer flexible hours or personal days if people need time to process. • Create open dialogue opportunities, helping people feel safe to share. • If you decide to make a public statement, try drafting a few versions and get feedback. Brainstorm, then pick a few ideas to test out. 🛠 Prototype: Start Small, Learn Quickly Once you have some ideas, try them on a small scale. Here’s how: • Pilot a Check-In : Hold a post-election check-in to see how everyone’s doing. • Test Public Statements : Draft a couple of versions and gather feedback from key team members. • Host a Drop-In Session : Set up a virtual or in-person space where people can process the results together in a supportive environment. Starting small lets you see what works before rolling out a full plan. 🧪 Test and Iterate Gather feedback and learn from it. Did your approach meet people’s needs? Testing and iterating allow you to adjust as you go. If something’s not working, go back to Empathy  and listen closely to what your team needs now. 🔄 Be Ready to Pivot Roll out your plan but stay flexible—post-election weeks can bring unexpected developments. Design thinking is about continuous learning and refining, so be ready to adapt and improve with each step. Remember, It’s All a Cycle Design thinking isn’t about a perfect solution on the first try; it’s about building understanding and adjusting continuously. Each phase—Empathy, Define, Ideate, Prototype, and Test—loops back to help us create an approach that’s responsive, supportive, and centered on what people need most. I’d love to hear how you’re applying these ideas. What’s working? What new insights have come up? For more tools, check out the work Leadership+Design is doing around election season.   Take a look here .

  • Coaching for Empowerment: The Power of Asking More and Telling Less

    As educators and leaders, we often feel pressure to have all the answers. But what if the most powerful thing we could do was ask better questions? After two decades of working with schools, teams, and individuals, I've discovered that the simple shift from telling to asking can transform how we support and develop others. What Is Coaching (Really)? Many misunderstand what coaching really is. Coaching is about stepping back, not stepping in. Instead of giving advice, coaches create space for discovery through powerful questions and deep listening. While mentors and advisors focus on telling you what to do based on past experience, coaches help you look forward by asking questions that unlock your own wisdom and solutions. While advice and feedback look backward and focus on telling, coaching looks forward and focuses on asking. It's not about having the right answers—it's about asking the right questions. Why Coaching Matters Now In today's leadership environment, coaching isn't just nice to have—it's essential. Here's why: It empowers students and staff to take ownership of their growth It shifts power dynamics in a healthy way It builds supportive, relational environments It's surprisingly time-effective When to Coach Coaching can be particularly powerful in these situations: When someone feels stuck During regular check-ins When facing challenges or opportunities When someone knows what to do but isn't doing it When clarity is needed For students, this might mean conversations about: Goal setting and time management Navigating peer relationships Managing academic pressure Career exploration Self-advocacy For colleagues, coaching can help with: Leadership development Work-life balance Team building Difficult conversations Professional growth How to Coach: The Essential Elements 1. Start with Relationships Coaching isn't a technique—it's a relationship. Build trust first. 2. Listen Fully Be present. Embrace silence. Resist the urge to jump in with solutions. 3. Ask Powerful Questions Here are seven questions from The Coaching Habit: Say Less, Ask More and Change The Way You Lead Forever by Michael Bungay Stanier, that can transform any conversation: "What's on your mind?" "And what else?" "What's the real challenge here for you?" "What do you want?" "How can I help?" "If you're saying yes to this, what are you saying no to?" "What was most useful for you?" 4. Tame Your "Advice Monster" A challenge many have when embracing this shift is keeping quiet when you have the perfect solution. Trust that others can find their own way—with the right questions. Tips for Better Coaching Conversations Ask one question at a time Avoid disguising advice as questions Ask "what" instead of "why" Stay curious longer than feels comfortable Never cancel your one-on-ones Remember that even brief conversations can be powerful Getting Started Here's a simple challenge: Next time someone comes to you with a problem, resist the urge to offer a solution. Instead, try asking, "What's on your mind?" and see where the conversation goes. Remember: You don't have to be perfect at this. The goal is progress, not perfection. Each time you choose to ask instead of tell, you're building stronger relationships and empowering others to find their own solutions. The Bottom Line Coaching isn't just another tool in your leadership toolkit—it's a mindset shift that can transform how you support and develop others. By asking more and telling less, you create space for growth, empowerment, and deeper connections.

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