Good questions are catalytic and generative. They stimulate thought, curiosity, learning and are able to open up possibilities.
Identifying meaningful questions is an art that can be cultivated and learnt. The right questions can lead to the proverbial ‘paradigm shift’ and bring about transformative change.
Rather than write a long blog about the power of inquiry, I thought I’d just give some examples of what, in my view, are generative questions.
“How do questions shape our reality?
“What is lost when we just take majority decisions and don’t hear minority voices?”
“How do we create meetings (conversations) modelled on how people naturally communicate?”
“Why are we re-creating ways of talking (conferences, meetings, forums, committees, etc) that limit our creativity?”
“Why are we not bringing in the collective intelligence of hundreds of people but rather choosing over and over again to just listen to a few expert voices?”
On second thought, perhaps it is more about developing an attitude of curiosity rather than the questions themselves but I think a combination of the two is essential for anyone wanting to facilitating change.
I always try to ask questions at meetings but this is countercultural. More value seems to be placed on the person with a lot to say and who seemingly has all the answers and solutions.
Rather than listening to respond, I make myself listen in order to ask questions that open up alternatives or possibilities.
In my experience many people (those who’s opinions are seldom sought) appreciate the collaboration that such an approach engenders but some (usually those who’s voices are legitimised by status) may not!
I used a variation of one of these questions at a meeting where an influential member of staff wanted to implement an initiative that he had heard about. He talked about running “vision casting” conferences, and bringing in experts on the subject to speak at these conferences, etc.
At an appropriate time, I asked what we would potentially lose if we only asked the ‘good and the great’ for their input and not use the significant talent, knowledge and experience of our own people? This question caught the imagination of others at the meeting and the intervention changed the trajectory of the conversation.
I thought it was a significant moment that illustrated the power of inquiry.
However, the person with the idea told me afterwards that he wanted his ideas to be simply accepted and implemented and that my intervention made the situation overly complicated and changed the essence of his suggestion.
This was in stark contrast to feedback I received from others who felt that the intervention helped generate support for the idea because it (a) addressed the issue of contextual appropriateness and, (b) generated ownership for the idea by invoking the collective wisdom of the group.