How a ladder changed my life
Just tonight, I have been rewriting some old material on cultural factors affecting TESOL teachers for our Professional Development module. I was reminded of a powerful concept that has significantly shaped my professional journey: Argyris’s Ladder of Inference. This model, which I first encountered during my master’s degree, resonated profoundly, mainly because of the challenges I faced while living and working in China.
What is the Ladder of Inference?
The Ladder of Inference is a concept developed by Chris Argyris. This pioneering organisational psychologist illustrates how individuals move from observable data to actions and decisions, often unconsciously. The “ladder” represents a series of mental steps:
Observable Data- What we observe in our environment.
Select Data- The specific data we choose to focus on.
Interpret Data- The meaning we assign to the selected data.
Make Assumptions- Based on our interpretation, we make assumptions.
Draw Conclusions- We form conclusions from our assumptions.
Adopt Beliefs- These conclusions shape our beliefs about the world.
Take Actions- Finally, our beliefs drive our actions.
The danger lies in the speed with which we often climb this ladder, making quick assumptions and decisions without fully understanding the context. This process can be particularly problematic in cross-cultural settings, where our interpretations, assumptions and beliefs may not align with the reality of the local culture.
Running Up the Ladder and Being “China’d”
When I first moved to China, I approached everything through the lens of my Australian cultural background, what I now call my “Australia Hat.” I observed behaviours, made quick assumptions, and acted on those assumptions without fully understanding the local cultural context. I was running up the Ladder of Inference at lightning speed, which, as I soon discovered, was a recipe for being “China’d”.
Being “China’d” (a term I coined – Yes! I made China a verb) refers to the experience of doing something unbeknownst to you, which doesn’t align with Chinese cultural norms or expectations. You only realise it was a misstep when you encounter a negative reaction, whether confusion, disappointment, or even outright offence. Or people don’t turn up for meetings anymore.
For example, I remember times when I thought I was being polite or helpful, only to receive puzzled looks or cool responses from my Chinese colleagues. In one instance, I tried to give what I thought was constructive feedback, something that is often encouraged in Australian workplaces. However, in the Chinese context, where face-saving and harmony are paramount, my approach was perceived as overly direct and critical. I had unwittingly been “China’d”—I had done something that didn’t fit well within the local culture, and the negative reaction was immediate.
Stepping Back and Rethinking
When I encountered these situations repeatedly, I realised what was happening. I was rushing up the Ladder of Inference, making decisions based on my Australian mindset. Consequently, I was being China’d more often than not.
I had to take a step back and reconsider my approach. I needed to observe more carefully, listen more attentively, and ask a lot of questions—small, non-intrusive questions that would help me better understand the nuances of Chinese culture. Instead of assuming that my way of thinking and acting was universally applicable, I learned to appreciate the subtleties of the Chinese context.
This shift in mindset was transformative. I began to understand why certain actions or behaviours were met with resistance and how I could adjust my approach to align better with local expectations. It wasn’t easy, but stepping back, slowing down, and seeking to understand before acting was the best thing that could have happened to me.
Cultural Humility
The Ladder of Inference taught me the importance of cultural humility—recognising that my assumptions and beliefs, shaped by my Australian background, weren’t always applicable in a different cultural context. The experience of being China’d further reinforced the need to slow down and question my interpretations before taking action.
By being more mindful of the Ladder of Inference and understanding the concept of being China’d, I was able to navigate the complexities of working in China more effectively. This approach not only improved my professional interactions but also enriched my personal relationships, making my time in China one of the most rewarding experiences of my life.
Looking back, I’m grateful for the challenges I faced and the lessons they taught me. The combination of Argyris’s Ladder of Inference and the concept of being China’d continues to guide me, reminding me to observe, listen, and adapt before acting—especially in cross-cultural settings.
Have you ever been China’d? or (add a country) _____’d? I would love to hear about it. Drop a comment below.
