The Art of Skillful Questioning
The Masters
The Masters
The Masters
The Masters
Why Ask Questions?
• All anyone really wants is to be listened to and appreciated.
Why Ask Questions?
Who’s Leading?
Permission to Help
Trouble Shooting
Relationship Building
Unblocking / Changing Mindsets
Understanding Perspective Seeking
The Goal
An Inquiry Strategy
Problem Statement
• Determine what is to be investigated, and determine a question, or hypothesis
Data Collection
• Gather as much data as possible about the topic from appropriate sources
Analysis
• Examine and discuss the findings and provide explanations or clarity
Conclusion
• Based on analysis determine solutions related to the original problem statement
The Ultimate Master
Socratic Method
Problem
Proposal A Proposal B
Assumptions Underlying A
Identified
Assumptions Underlying B
Identified
Pros & Cons A Pros & Cons B
Choose A or B Compromise of A and B
New Alternative
Choice
Questions are good…
…but questions with a purpose are better.
Why Ask Great Questions?
• Obtain Information
• Maintain Control
• Express Interest
• Clarification
• Explore
• Encourage Further Thought
Know The Purpose
Questioning Basics
Closed Open
Questioning Basics
No
Yes
Closed Questions
Leading / Loaded
Recall / Process
Rhetorical Funneling
Open Questions
Types of Questions
Perspec8ve
Evalua8on
Lead to ac8on Knowledge
Types of Questions
• Perspective questions help you see the big picture reasons for an action.
Perspective
• “If we implement this change, how will it impact the daily work of home office staff?”
• “How would this new product fit among the products introduced by our competitors?”
Perspective
• Help you narrow your focus.
Evaluation
• “Which of these features will be the fastest to promote?”
• “What members of your team have the most experience with Parts & Service?”
Evaluation
• Help you decide strategy and create accountability for future actions.
Lead to Action
• “How can we promote this new line in 6 weeks without bringing on new staff?”
• “When will the team complete this new process improvement?”
Lead to Action
• Help you gather information.
Knowledge
• “Can you explain to me how this process works?”
• “What results did we achieve with the last marketing campaign?”
Knowledge
What to Expect
Types of Responses
What to Expect
Direct & Honest
Lie
Out of Context Avoidance
Stalling
Distortion
Refusal
Responses
Authority
Credibility Respect
Remember – You Are A Consultant
Help Me
• “It won't start.”
• “The paper tray was stuffed.”
Help Me
• The key to recovering information about unspecified nouns is to ask
for more information.
• “Who or what specifically...?”
Help Me – Recover Information
• "In my garage, when I turn the key in my 2011 Mazda3, the following happens: I hear
a grinding noise, the oil light on the dash flashes, the motor catches, runs for two
seconds and then stops.”
Unspecified Nouns
• “She shut down the computer.”
• “I'm trying to start the motor right now.”
• “He replaced the alternator last week.”
Help Me
• It is frequently of critical importance how something was or is being done.
• “How specifically...?”
Help Me – Learn How
• How specifically did she shut down the computer - by using the shutdown
command from within the operating system? By pushing the on/off switch on the
back? By pulling the power cord?
Unspecified Verbs
• “The website is slow.”
• “The engine is idling fast.”
Help Me
• Knowing what something is being compared to can be critical, especially if are you being asked to restore it to an ideal or
standard that is unattainable.
• “Compared with what...?”
Help Me – Make Comparisons
• “The website is slow, compared to what?”
• “The engine is idling fast, compared to what?”
Comparisons
• “Obviously, a poor design caused the failure.”
• “Clearly, this new vehicle isn’t selling fast enough.”
Help Me
• If you replace the word “obviously” with “it is obvious” it becomes clear that there is critical information missing here: namely
who this is obvious to and on what grounds it is obvious!
• Who is making this judgment, and on what grounds are they making it?
Help Me – Identify Judgments
• “Who says, this new vehicle isn’t selling fast enough, and how do
they know that?”
Judgments
• "I cannot send this email.”
• “It’s not possible to hit those sales targets.”
Help Me
• Don't get sucked into someone else's reality and necessarily accept their ideas about
what is possible or not possible
• “What would happen if you did...?” or, “What prevents you...?"
Help Me – Reset Frames
• “What is preventing you from sending that email?”
Frames
Going Forward
Target Timing
Phrasing Ac8on
Other Considerations
Have a Plan Use Silence Encourage Participation
Asking Great Questions
W5H
Always Remember
