Ladder of Inference Peter Senge

3506 Words15 Pages
Nowadays, on the Internet, in newspapers, books and magazines, we can find the latest trends in management and leadership. Many authors focus their articles discussing the key elements of being a good manager. Throughout my experience as a student in the module “Thinking about thinking” at the MBA, I learned a new dimension of being a leader. Now, I feel I have acquired improved decision making skills and balanced management approaches by being aware of the four factors that affect how we think: social identity, emotions, unconscious and certainty. How my social identity has biased my decisions In 2009, I was hired by Cardenas Lawyers (CL) as a Marketing and Communications Manager. The Firm created this position based on the recommendation of an external advisor. The consultants recommended that the firm hire a person whose responsibilities would include ensuring that all customer communication is consistent and uniform. Before this job, I worked for three years as a Marketing Manager at a consultant company in international business. Based on my previous experience in marketing, I thought that I understood the expectations of my new position at CL. According to the model of Peter Senge (1994), I quickly ascended the ladder of inference and the element that mostly affected my decision-making process was my personal social identity with education and training in marketing. As I explain below, two examples come to mind of how this social identity influenced my actions. Four people were in the department of marketing at the consulting firm: a manager and three analysts (technology, design and administrative). I decided that CL needed a team similar to the group I had at my previous job. I concluded that professional service firms likely had similar needs. Having the approval of the partners, I decided to look for a person in IT (Information Technology) and
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