Regina Romero and David Coleman, Executive Coaches
Good questions have the potential to invoke creativity, invite participation and buy-in, hone problem-solving skills, and honor others’ intellectual abilities. In essence, good questions help people learn from their experiences. Good questions are open-ended. A good question is one for which you do not already know the answer. In the focused conversation method, there are four levels of questions that deepen one’s understanding of the issues. They are: Objective, Reflection, Interpretive, and Decisional (ORID). Below are examples of each type of question.
Who is involved? Who else needs to be involved?
How does . . . work?
What is the history of the situation?
What is your role?
What have you tried so far?
What is the main goal?
What information stands out for you?
Where do you appear to be ahead of/behind schedule?
What other sources of data are available?
When you present your ideas, what aspects of the project provoke the most questions?
How do you want to add value to . . . ?
What is unique about this problem for you?
How are you using your skills and time to deal with . . . ?
What energizes you most about this project?
What do you value about . . . ?
What is your biggest concern?
How is this project similar to those you’ve dealt with in the past?
Where do you feel most challenged?
What surprises you most?
Where has the work gone easily for you?
Where has it been more difficult than expected?
What do others like/dislike about . . . ?
What does this remind you of?
What has been a low point for you?
What images do you have of the outcome of your efforts?
What specific objections do you imagine might be raised?
What objections concern you the most?
What would happen if . . . ?
Why do you think this happened?
What are your most important learning so far?
Which is most important . . . A, B, or C?
What new options does this present?
Who could help here?
What would happen if you didn’t do anything?
How would you like to be perceived?
How did it challenge or affirm the way you are working on it?
What is a key insight?
What will it take to keep this project on track or put it back on track?
What questions do you need to work through with key constituents?
What work needs to be done before you make a final decision about the changes you are considering?
What would you do differently next time?
What do you need to do?
How would you prioritize? What has to happen first?
How can I support you?
What can you do to address some of the key constituent concerns?
When will you finish . . . ?
What unfinished business do we need to address the next time we meet?
What follow-up would help you apply more effectively what you have learned?
What additional resources do you need?
What steps do you need to take to ensure you have what you need to move forward?
What changes do you and I need to make in the way we are working together?
How soon do you want to start this part?
Adapted from The Art of Focused Conversation, R. Brian Stanfield, ed. The Canadian Institute of Cultural Affairs, 2000. |
