Abstract
Engaging in metacognition (thinking about thinking) can improve one’s effectiveness as a leader and department chair. Participants will be introduced to a model, building on Argyris's "Ladder of Inference," that can guide a metacognition practice.
Keywords: metacognition, biases, emotions, identities, unconscious
How to Cite:
Spelman, D. H. & Davi, W. C., (2015) ““Thinking about Thinking as a Department Chair””, Academic Chairpersons Conference Proceedings 1(2015).
Publisher Notes
Participants will engage with Chris Argyris’s thought model, the Ladder of Inference (1982; Ross, 1994), a well-regarded tool for understanding how we make quick assessments based on little evidence.
Participants will be introduced to a metacognition practice that fosters self-inquiry and critical thinking by highlighting four important aspects of our thinking: unconscious or automatic thought processes, emotions, the influence of social identities, and the desire for certainty.
Participants will apply the Ladder of Inference and the metacognition practice to their role as leaders
Argyris, C. (1982). Reasoning, learning, and action: Individual and organizational. San Francisco: Jossey-Bass Publishers.
Ross, R. (1994). The ladder of inference. In P. M. Senge (Ed.), The fifth discipline fieldbook: Strategies and tools for building a learning organization (pp. 242-246). New York: Currency Doubleday.
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