These questions should not be tolerated, and must be stopped immediately. These questions may include questions that challenge someone’s intelligence, motivations, values or decisions. The next unacceptable type question is one used as a personal attack. Ego has no place in good project management nor on a project team. The next type of question, which is objectionable, is the type that tries to trick people or to prove the questioner is more knowledgeable about the subject. This is best shown by for instance saying: “Please wear your mask” as opposed to posing it as a question: “Why are you not wearing a mask?”. In other words, not just allowing for questions at the end of a session.Īnother type of inoffensive question is posing a request as a question.
To prevent this, ensure that everybody stops often enough for questions to be asked. The most innocuous bad question is the one that interrupts the speaker, it is not about the question itself, but about poor timing. No, I mean the type of questions that should not be asked and should not be tolerated. By bad questions I do not mean asking rhetorical questions, or small talk such as: How are you? For the rhetorical questions, simply nod sagely, and for the small talk be polite and engage with your team mate. The above questions are all examples of good questions, but unlike our teachers told us, the are also bad questions. This sets the scene for us to discuss the types of questions that should not be asked.
WILL YOUR NEXT MEETING IT OBVIOUS WINDOWS
To go back to Asimov, they scrub our windows clean. This is why asking the “obvious” or “stupid” or “silly” question is so important. These questions also reveal individual members of the team’s understanding, all gain further insights and, importantly, can prompt more questions. Ideally, this would be done sooner rather than later. These questions can resolve difference quicker and in a safe environment.
The third type of question asks for explanations and for evidence of accepted facts. It can also ensure that the individuals in the team all understand and have the same basic assumptions, thus clearing up misconceptions. Through these questions the team will gain insights, change false and outdated assumptions and can also highlight any gaps in the available information. The second type of question is used to uncover the team’s unquestioned beliefs and assumptions. Without asking these probing questions, the foundation to your project may be flawed and could collapse like a house of cards. It also gives those, who are too ashamed to admit they do not know, the opportunity to learn. They ensure that there is a common understanding, which means that your project will be on based on a solid foundation. These questions allow everyone to revisit the basics and can clear up misconceptions. These delve in the concepts and ensures further discussions. The first type of probing question is a request for more information. After this has been established, you can get to asking more probing questions. These questions should involve the entire team, especially the more reserved members. These are questions that aim to establishing the reasons for asking questions. This process should foster a sense of curiosity and ensure that there is an empathetic environment to ask “silly” questions.
WILL YOUR NEXT MEETING IT OBVIOUS SERIES
At its most rudimentary, the Socratic method is series of different types of question intended to explore different perspectives and stimulate conversation.īefore starting this process with the project team, it is important to explain why questions should be asked. For this we can turn to the Socratic method. This should lead to asking what a good obvious question is.
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