UAB employees recently leaned into growth and flexibility through the Learn to Win Challenge.

Centered on the theme “Adaptability: Thrive Through Change," the challenge encouraged participants to strengthen skills that support communication, resilience, and continued professional development in the LinkedIn Learning platform.

The design of the challenge made learning easy to fit into even the busiest schedules. Courses were broken into concise, bite-sized modules, allowing participants to engage without feeling overwhelmed. Progress tracking added an element of motivation, reinforcing learning as an active and rewarding experience rather than an obligation.

Two participants, Amy Raynor and Carin Mayo, were recognized as winners of the Learn to Win Challenge for their engagement and completion of the coursework within the required framework.

For Carin Mayo, the challenge stood out for its practicality and relevance, especially in a workplace navigating constant change. She often completed the 5 - 10 minute modules during her lunch breaks, appreciating how the short segments made it easier to stay focused and consistent.

“I found the training extremely timely,” Carin shared. “So much of what we encounter at work today requires us to be adaptable rather than resistant.”

One of Carin’s most meaningful takeaways was a deeper awareness of communication across generations. Working in a multigenerational environment at UAB, she reflected on how communication styles can differ widely and how easy it is to make assumptions about shared knowledge or experiences. The challenge helped her see the importance of adjusting her approach to better connect with colleagues of different ages, and she identified effective communication as the key skill she gained from the experience, and one she plans to continue developing.

Amy Raynor also found the challenge motivating and approachable. After completing the challenge, she described the experience as engaging and empowering, particularly noting how progress tracking and short courses helped maintain momentum.

“The Learn to Win Challenge was a fun and engaging experience,” Amy shared. “Being able to check the courses off created a sense of accomplishment. The standout aspect was how practical and relevant the material felt, and how manageable the bite-sized courses were. This challenge helped transform learning from what we ‘should do’ into something we were excited to do.”

As winners of the challenge, Carin Mayo won a one-month free membership to the UAB Campus Recreation Center, while Amy Raynor received two tickets to a performance at the UAB Alys Stephens Center.

The Learn to Win Challenge reflects UAB L&D’s ongoing commitment to making learning meaningful, accessible, and energizing. By focusing on adaptability and delivering content in a way that respects employees’ time and attention, the challenge encouraged participants not only to build new skills, but to rediscover the value of continuous learning in a changing workplace.

To learn more or get started with LinkedIn Learning, please visit UAB's LinkedIn Learning page.

Written by:Hammond Lake, Communications Specialist

We make assumptions every day, often based on limited information. The Ladder of Inference provides a simple framework for recognizing those assumptions and making more informed decisions. 

Imagine you're in a meeting and suggest a new idea. 

A few people nod. One colleague stares at their laptop and says nothing. 

By the end of the meeting, you've decided they're not supportive of your idea.

The interesting part? None of that was actually said. 

What you observed was a colleague looking at their laptop and staying quiet. Everything else was an interpretation,. Most of us do this every day without realizing it. This is where the Ladder of Inference comes in. 

Developed by Chris Argyris and Donald Schön, the Ladder of Inference is a model that explains how people move from observing information to drawing conclusions and taking action. It reminds us that we're not always reacting to facts — we're often reacting to the meaning we've attached to those facts.  

How the Ladder Works

Think of the model as a ladder that we climb, often in a matter of seconds. 

At the bottom is observable data — the things that can be seen or heard. 

Then we begin climbing: 

1. We select data. Out of everything happening around us, we focus on certain details and ignore others. 
2. We add meaning. We interpret what those details mean based on our experiences, expectations, and beliefs. 
3. We make assumptions. We fill in missing information and create explanations for what we think is happening. 
4. We draw conclusions. Those assumptions become judgements about the situation or the people involved. 
5. We form beliefs. The conclusions reinforce what we believe to be true. 
6. We take action. We respond based on those beliefs. 

The entire process can happen so quickly that it feels like we moved directly from observation to certainty. 

Workplace Example

Let's revisit our meeting. 

Observable data: a colleague looked at their laptop and didn't comment on your idea. 

Meaning added: They seem disengaged.

Assumption: They aren't interested in what I'm saying. 

Conclusion: They don't support my idea. 

Belief: They're difficult to work with. 

Action: You stop seeking their input on future projects. 

Now imagine you learn later that they were taking notes because they wanted to discuss your idea afterward. 

Same event. Very different interpretation. 

Why it Matters

The Ladder of Inference isn't about eliminating assumptions — that's impossible. We all make them. The value of the model is recognizing when we've moved from what we know to what we think we know. Many workplace misunderstandings begin when assumptions go unexamined and quietly become "facts" in our minds. By slowing down and getting curious about what we might be missing, we create space for clearer communication and better conversations. 

Climbing Back Down

The next time you find yourself making a quick judgement, pause and ask: 

• What did I actually observe? 
• What assumptions am I making? 
• What evidence supports my conclusion?
• What other explanations could be true? 
• What question could I ask to learn more? 

These questions help us shift from certainty to curiosity — and curiosity is often where better communication begins. 

The Bottom Line

The Ladder of Inference reminds us that there is a difference between what happened and the story we tell ourselves about what happened. The next time you're certain you know what someone meant, pause and ask yourself, "what do I know for sure, and what am I assuming?" That simple question can lead to better conversations, better decisions, and fewer misunderstandings. 

Resources

Einstein, B. (2025, May 6).The ladder of inference: How to use it & examples. Harvard Business School Online. 

LinkedIn Learning Video

Ladder of Inference AI Roleplay

PowerBites Session: The Ladder of Inference

Citations

Argyris, C. (n.d.).The ladder of inference. The Fifth Discipline Fieldbook. RetrievedMay 8, 2026, fromhttps://www.thercfgroup.com/files/resources/an-introduction-to-the-ladder-of-inference.pdf

Einstein, B. (2025, May 6).The ladder of inference: How to use it & examples. Harvard Business School Online.https://online.hbs.edu/blog/post/ladder-of-inference

Written by:Laura Beth Rogers, L&D Specialist | UAB Learning and Development

Do you struggle and groan at the thought of reflecting on a project or completed work, or of getting feedback from others? There is a cringe-free way of reflecting and giving/receiving feedback.

At my previous workplace, I heard a leadership coach delivering a presentation on feedback that included, in my opinion, one of the greatest models for reflecting on completed or on-going work, projects, or provided feedback. And no, it was not the “feedback sandwich” method, which is where you start with positive feedback, followed by constructive criticism (or not-so positive feedback), followed by more positive feedback.

Have you experienced this type of feedback? It’s like a bad break-up tactic. I imagine a couple at a coffee shop or ice cream parlor ('cause that’s where all break-ups happen, right?), and it goes a little something like, “Hey, you’re great — this isn’t working out, but you’re still great.” Hits a little too close to home, right?

This type of feedback can, and often does, come across as insincere or insensitive. The receiver feels their interests are not being considered and may see the conversation as one-sided, instead of as an open dialogue. I think this reflects current challenges many of us experience when receiving feedback or engaging in real-time reflection.

Then there’s the challenges faced by those working independently who find it difficult to initiate meaningful self-assessment. It’s natural to say things are going great and just keep moving in the same direction, but this may cause you to miss valuable lessons and overlook growth opportunities due to a lack of knowledge or guidance.

Here is the model the leadership coach taught me — the WINS Model. Fair warning, it isn’t groundbreaking, but it offers significant value when applied to reflection and feedback processes.

W – Well
What went well?

I – Improve
What would you improve?

N – Needs
Are there "needs" for next time?

S – Support
What support do you need?

Like I said, this approach is not groundbreaking, but after introducing it at UAB, my supervisor found it valuable enough to make it our go-to method of giving and receiving feedback. I encourage you to pick a feedback method for yourself — preferably not the feedback sandwich! Feedback is important, and delivering it effectively is even more important.

Resources to Learn More

• External Article: WIN Feedback
• External Article: WIN Feedback in Action

Written by Kal Keiffer, L&D Specialist