The Skilled Facilitator by Roger M. Schwarz
Author:Roger M. Schwarz
Language: eng
Format: epub
ISBN: 9781119064398
Publisher: Wiley
Published: 2016-10-31T00:00:00+00:00
There are times when you need to make high-level inferences as part of your diagnosis. In developmental facilitation, if you infer a group member's core value or assumption as part of his or her mindset, you're making a relatively high-level inference. Suppose you infer from a member's behavior that he values unilaterally controlling the conversation to make sure that his solution prevails; you are actually making several high-level attributions about the cause of his behavior.
Issues of trust, power and control, equity, and defensiveness often involve making relatively high-level inferences based on behavior in the group. To the extent that you think these issues have a significant impact on a group's effectiveness and you have an agreement with the group to explore these issues, you should consider inferences of this kind.
When you make a high-level inference, it needs to be logically connected to the behavior observed. In high-level inferences, you're actually making a series of nested inferences, with each at a successively higher level and adding more meaning, attribution about motive, and judgment to the behavior you observed. For group members to understand how you arrived at your high-level inference, you have to be able to fully explain your reasoning. This means that you can describe each step of your inferential process—beginning with the level closest to the observable behavior—and that you don't make any inferential leaps to reach your conclusion. If you're not able to do this privately in step 2 of the diagnosis-intervention cycle, you won't be able to explain your reasoning when you intervene.
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