THE ART OF POWERFUL QUESTIONS

Catalyzing Insight, Innovation, and Action

If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.
ALBERT EINSTEIN

Change starts with the individual. So the first thing I do each morning is ask myself, Why do I strongly believe what I believe? Constantly examine your own assumptions.
Nobel-prize winner, physicist Arno Penzias

Powerful Questions?
1. What time is it? 2. Did you have coffee yet? 3. What possibilities exist that we haventthought of yet? 4. What does it mean to be ethical?

Powerful Questions?
What does all this mean? What can we do that could help shift this situation? What havent we thought of that could make a difference? Where can I get a good hamburger on the road?

Why Dont We Ask Better Questions?

Focus on having the right answer. Discover the right question. Tests reinforce the value of correct answers. Focus on memorization and rote. Art of seeking new possibilities.

Direktor Grundsatzfragen
Director of Fundamental Questions

The problems we have cannot be solved at the same level of thinking that created them.
ALBERT EINSTEIN

A powerful question:
generates curiosity in the listener stimulates reflective conversation is thought-provoking surfaces underlying assumptions invites creativity and new possibilities

A powerful question:
generates energy and forward movement channels attention and focuses inquiry stays with participants touches a deep meaning evokes more questions

The Architecture of Powerful Questions

The construction of a question.

YES/NO WHO WHAT WHEN WHERE WHICH WHY HOW

The Scope of a Question

How can we best manage our class? How can we best manage our school? How can we best manage our board of education? Stretching the scope of your question too far: How can we best manage our education system?

The Assumptions Within Questions

Almost all of the questions we pose have assumptions built into them. Compare the following two questions: How can we compete with the Russians? How can we collaborate with the Russians?

Framing better questions:

1. 2. 3. 4. 5. Is this question relevant to real life and real work ? Is this a genuine question? What work do I want this question to do? Is this question likely to invite fresh thinking/feeling? Is it familiar enough to be recognizable and relevant and different enough to call forward a new response? 6. What assumptions or beliefs are embedded in this question? 7. Is this question likely to generate hope, imagination, engagement, creative action, and new possibilities? 8. Does this question leave room for new and different questions to be asked as the initial question is explored?

THE GAME PLAN PROCESS

1. 2. 3. 4. Assess Your Current Situation Discover the Big Questions Create Images of Possibility Evolve Workable Strategies