Pages
Frameworks
The Ladder of Inference
The Ladder of Inference: How Our Minds Turn Data into Assumptions, Beliefs, and Actions
Core Framework of Systems Thinking by Peter Senge
“We don’t see things as they are. We see them as we are.” — Anaïs Nin
In The Fifth Discipline, Peter Senge introduced a powerful mental model called the Ladder of Inference — a tool that explains how we move from facts to action based on internal assumptions, often without realizing it.
This model shows how our thinking is not neutral. We take in data, filter it based on our experiences, apply meaning, and form conclusions — all in a matter of seconds.
In the context of systems thinking, the Ladder of Inference helps us:
🪜 What is the Ladder of Inference?
The Ladder of Inference is a conceptual model that describes 7 rungs, or steps, that people climb — often unconsciously — when making judgments or decisions:
1. Observable “Data” and Experiences
Raw, objective facts — what a video camera would record.
“My colleague interrupted me during the meeting.”
2. Selective Attention
We filter the data based on what we notice — often shaped by habits, culture, or past experience.
“I notice the interruptions, not their reasons.”
3. Interpretation
We assign meaning to the data based on our context and assumptions.
“I interpret the interruption as disrespect.”
4. Assumptions
We apply personal or cultural assumptions to explain behavior.
“They don’t respect my opinion.”
5. Conclusions
We draw conclusions about the person or situation.
“They’re arrogant and dismissive.”
6. Beliefs
Our conclusions begin to shape our beliefs about the world.
“I can’t trust them in group settings.”
7. Actions
We act based on our beliefs — which then feed back into the system.
“I avoid collaborating with them or respond coldly.”
🔁 The Loop of Self-Reinforcing Belief
Once we act on our belief, we create the very behavior we expect:
This creates a self-fulfilling prophecy, where our internal mental model shapes the system’s external behavior — a key principle in systems thinking.
🧠 Why It Matters in Systems Thinking
In systems thinking, mental models (our deeply held beliefs and assumptions) are part of the system itself. They influence how we interpret feedback, how we design interventions, and how we respond to change.
The Ladder of Inference helps us:
🧯 Real-Life Applications
In Leadership:
Insight: The manager climbed the ladder and created the outcome they feared.
In Teams:
Insight: Recognizing the ladder can de-escalate conflict before it begins.
In Social Systems:
Insight: Shared ladders of inference at the cultural level can entrench systemic inequality.
🛠️ How to Use the Ladder of Inference
1. Slow Down Your Thinking
Ask yourself:
2. Test Your Assumptions
3. Encourage Dialogue, Not Judgment
💬 Conversation Tool: “Walking Down the Ladder”
In team settings, make it safe to say:
This reframes conflict as a difference in data and interpretation, not personality.
✍️ Conclusion: Step Off the Ladder, See the System
The Ladder of Inference reminds us that we are not passive observers of the world — we are active participants shaping it with every belief, conclusion, and action.
In systems thinking, this means:
Because the higher up the ladder we climb unconsciously, the further we drift from reality — and from meaningful, systemic change.
Want to print your doc?
This is not the way.
This is not the way.
Try clicking the ⋯ next to your doc name or using a keyboard shortcut (
CtrlP
) instead.