Scientific Definition
We climb from raw data to action through selection, meaning-making, and assumption — usually invisibly.
Plain-English Definition
We climb from raw data to action through selection, meaning-making, and assumption — usually invisibly.
Feynman Explanation
By the time you're certain, you've climbed seven rungs and forgotten the data at the bottom.
Core Principle
We climb from raw data to action through selection, meaning-making, and assumption — usually invisibly.
Mechanisms
Pending editorial review.
We climb from raw data to action through selection, meaning-making, and assumption — usually invisibly.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Most cross-functional fights are two people standing on rung 6 of different ladders, arguing about what's true.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
By the time you're certain, you've climbed seven rungs and forgotten the data at the bottom.
Examples
- Chris Argyris's framework popularized in Peter Senge's 'The Fifth Discipline.'
- Most cross-functional fights are two people standing on rung 6 of different ladders, arguing about what's true.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Walk back down: what data did I select? what meaning did I add? what would change my conclusion?
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
Pending editorial review.
The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Walk back down: what data did I select? what meaning did I add? what would change my conclusion?
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
We attribute our own actions to situations but others' actions to their character.
The brain evolved to reason adaptively, not always truthfully, to reduce the cost of errors.
We solve problems by adding, even when subtracting would be better.
We favor people who are similar to us or who like us.
Researchers favor conclusions aligned with their school, team, or sponsor.
Our perception is shaped by what we selectively pay attention to.
Systematic errors in explaining the causes of behavior — yours or others'.
Favoring suggestions from automated systems over conflicting human judgment.
Relying on examples that come to mind easily, not on actual frequency.
Faces and brands look more appealing in a group than individually.
Systematic deviations from rationality in judgment.
Treating multiple data points as independent when they came from one source.