How can you identify and overcome biases in Business Coaching using critical thinking models?

2 How to use the RED model for coaching

The RED model stands for Recognize Assumptions, Evaluate Arguments, and Draw Conclusions. It is a way to apply critical thinking to any situation or problem that coaches can use. To Recognize Assumptions, ask yourself or your client: What are you assuming? How do you know? What evidence do you have? What alternative explanations are possible? For Evaluate Arguments, assess the quality, relevance, and validity of any information or sources used to support claims or decisions. Ask yourself or your client: How reliable is this information? How does it relate to the issue or goal? How does it compare to other sources or perspectives? What are the strengths and weaknesses of this argument? Finally, for Draw Conclusions, form a logical and coherent outcome or solution based on the assumptions and arguments that you or your client have recognized and evaluated. Ask yourself or your client: What can you conclude from this analysis? How confident are you in this conclusion? How does it address the issue or goal? What are the implications or consequences of this conclusion?

3 How to use the Ladder of Inference for coaching

The Ladder of Inference is a model that illustrates how we move from observable facts to interpretations, assumptions, beliefs, and actions. It reflects how we can jump to conclusions based on our selective attention, filtering, and meaning-making. As a coach, you can use the Ladder of Inference to identify the steps taken to reach a conclusion or decision. You can also challenge these steps and test the validity and impact of your or your client's conclusion or decision. Ask yourself or your client questions such as: What facts or data did you observe or select? How else could you interpret or explain them? What other assumptions or beliefs could you consider? How do you know that your conclusion or decision is accurate and relevant? What evidence or feedback do you have? How does it affect your or your client's situation, goal, or relationship?

4 How to use the Six Thinking Hats for coaching

The Six Thinking Hats is a model that encourages switching between different modes of thinking to explore different aspects of a situation or problem. This model consists of six hats: white (facts and data), red (emotions and feelings), black (risks and challenges), yellow (benefits and opportunities), green (creativity and alternatives), and blue (process and overview). As a coach, you can use the Six Thinking Hats to facilitate a balanced analysis of a situation or problem. Additionally, it can stimulate new ideas and solutions. Ask yourself or your client questions such as: What hat are you wearing now? What hat do you need to wear next? How can you use the white hat to gather more information or data? How can you use the red hat to express or understand your or your client's emotions or feelings? How can you use the black hat to anticipate or overcome the risks or challenges? How can you use the yellow hat to highlight or maximize the benefits or opportunities? How can you use the green hat to generate or explore new ideas or solutions? How can you use the blue hat to plan or review your or your client's actions or outcomes?