Learn: Open-ended questions
The quality of your questions will depend on the quality of your listening. If you are able to listen actively, you will be able to ask open-ended questions that get you out of the domain of assumptions and blinkered thinking by inviting in others' ideas and viewpoints.
Perhaps most powerfully, open-ended questions can be thought-provoking for others: some questions will open minds and help the other person tap into new arenas of thought and creativity.
How to craft open-ended questions
Open-ended questions are designed to generate new thoughts and ideas. They generally:
- start with 'How...' or 'What...'
- avoid starting with 'Why...' as it can feel combative
- are short and curious
- cannot be answered with a quick 'Yes' or 'No'
Here are a few examples:
What would be an ideal solution to this problem?
What skills could you draw on to help you resolve this?
How could this be an opportunity?
Avoid limiting the conversation
Avoid limiting the conversation
Avoid limiting the conversation
Questions that begin with "Is it...", "Did you...", or "Have you…" are closed ended and limiting. You will ask them when your attention is on your own idea or you are relating to the situation while you are listening. Perhaps, relating to how you have resolved a similar situation in the past. For example:
"Did you talk to Sam about it?"
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Questions that begin with "Is it...", "Did you...", or "Have you…" are closed ended and limiting. You will ask them when your attention is on your own idea or you are relating to the situation while you are listening. Perhaps, relating to how you have resolved a similar situation in the past. For example:
"Did you talk to Sam about it?"
This question limits the conversation to what is already in your mind - talking to Sam - and it does not leave room for Sara's contributions, responsibility or new thinking. A more open question might be:
“What would be a better way of working for you?"
This question would invite Sara to think through her own approach and start to learn how to manage her working relationships.
Avoid sneaking in a solution
Avoid limiting the conversation
Avoid limiting the conversation
"Have you thought about doing it this way....?" or "What if you tried....?" are suggestions sneaked into a question. For example:
"Have you thought about teaching Sam about time management?"
This type of question will occur to you if you are listening as the problem solver or if you want to "help" by providing answers. If you really want to
"Have you thought about doing it this way....?" or "What if you tried....?" are suggestions sneaked into a question. For example:
"Have you thought about teaching Sam about time management?"
This type of question will occur to you if you are listening as the problem solver or if you want to "help" by providing answers. If you really want to provide answers, you don't need a question - just tell them. But if you want to get someone to think for themselves, you would need to ask a more open question, one that does not contain your own ideas. For example:
"What would be your approach to agreeing on the content?"
Avoid information gathering
Avoid information gathering
Avoid information gathering
Some questions sound like interview questions and only serve to gather information. Why? Because you are listening like an investigator - so that you can solve the problem. For example:
"What does Sam say when he changes his mind?"
"How do you react when he changes the plan?"
"What have you tried already?"
These technically open-ended quest
Some questions sound like interview questions and only serve to gather information. Why? Because you are listening like an investigator - so that you can solve the problem. For example:
"What does Sam say when he changes his mind?"
"How do you react when he changes the plan?"
"What have you tried already?"
These technically open-ended questions are an indication that you are controlling the conversation and doing the thinking yourself. If you let go of the responsibility to solve the problem and instead focus on Sara and getting her to think, you might instead ask:
"What does a great working relationship look like for you?"
"What could you do to change it?"
Avoid asking 'why?'
Avoid information gathering
Avoid information gathering
Questions that start why "Why...?" are open, but do not often help move the conversation forward. For example:
"Why do you find Sam's approach challenging?"
This question is likely to elicit one of two responses.
Sara might embark on a long explanation about the impact Sam's approach is having on her. Although she might feel better in the sh
Questions that start why "Why...?" are open, but do not often help move the conversation forward. For example:
"Why do you find Sam's approach challenging?"
This question is likely to elicit one of two responses.
Sara might embark on a long explanation about the impact Sam's approach is having on her. Although she might feel better in the short term for venting about Sam, it is unlikely to lead to a solution.
Alternatively, this question might make Sara feel defensive. "Why" can come across as combative, as if you are demanding a justification, which could cause a limbic reaction from Sara.
A more open question might be:
"How would you like to work with Sam?"
This question would encourage new thinking, rather than focusing on what has already happened.