The art of asking questions

Asking questions is an art in itself. One which increases ability to observe accurately.
Accurate observation is a primary and vital consultancy and leadership practice. It also is an
important skill when helping others to learn.
We can distinguish various types of questions and we can choose a great variety of
perspectives to make the distinctions. Below we give four perspectives and include
examples. Evidently there will be an overlap in the questions as some questions can be
raised from different point of views.
1. Closed and specific questions vs. open questions
Closed questions require a yes or no answer, which often yield factual
information. Closed questions start with a verb. When these type of questions are
often raised during a conversation this may serve to increase the understanding of
the person asking questions, but the issue holder benefits very little and block an in
depth conversation.
Have you discussed this before?
Are you the only female member of the board?
Specific questions are also closed in nature; only one answer is possible.

How often have met with the group?

When did you have the first clash with your manager?

Open questions encourage reflection and are intended to support someone to reflect
and explore own feelings, thoughts, experiences and opinions. These questions start
with what, when, how, who, whose, where, which

How did you feel when your colleagues kept quit after your presentation?
What did you experience when you interacted with this group for the first
time?

2. Questions on different levels

Content level relates to facts:

What happened exactly

What did you say

Structure level relates to procedures, order, etc.

How often did he interrupt you

What is your formal role in this proces

Interaction level relates to interaction between people

How did you react

How was the communication between you and the other participants of the
meeting

Motivation level refers to feelings, expectations, wishes

How did you feel

What are your wishes for your role in this change process

3. Questions on ambitions, behavior, feelings and thoughts

These questions make a clear distinctions between what a person wants, does, feels
and thinks.
Questions on ambitions

What do you want to realize for yourself in short term

What gives you energy

Questions on behavior

What do you avoid and how do you avoid this

What will your new behavior look like

Questions on feelings

How did you feel then and how do you feel now
Which metaphor reflects your feeling

Questions on thoughts

What is your opinion

Which thoughts mobilize/hinder your energy

4. Questions for exploration, diagnosis, alternatives and confrontation

These questions relate to the various elements a coaching/peer learning session
Exploration:

What is the situation you are faced with

What matters to you

Diagnosis

What do you see yourself as the possible causes

What sort of impression did the conversation make on you at that time

Alternatives and consequences

What can you do to involve them

What do you want to achieve

Confrontation

What does this have to do with you

Why do you keep doing this if you have experienced it does not work

Questions to be avoided
There are several kinds of questions which should be avoided or at least handled with care.
Chain questions: Why did you invite your manager to join you and who els attend the
meeting
Suggestive questions: Dont you think cultural differences affects your relationship with the
team
Solution directed questions: Dont you think you should provoke him next time.

As said in the beginning: asking questions is an art in itself. And as it is with every art:
becoming a master requires endless practice and patience with yourself!