Currently viewing the tag: "Ask questions"

Is it good to ask questions with sense?

If a company wants to have as a basic principle, to build an environment of innovation to be successful in a sustainable manner, this organization must be connected and need to leverage external ideas to his business to leave a mark of difference and meaning.

The good ideas that flow on the outside walls of the companies did not arrive to the interior of the organizations if they are not searched and identified with a clear and well defined purpose and for this to happen we must ask questions.

But not any meaningless questions! The important thing is to ask the right questions when we think of innovation and the organizations must learn to do it.

If there is a climate of openness to new ideas in organizations there is place to opportunities to create things that are more exclusive and that allow the creation of a difference in the market.

This climate of openness push leaders to develop critical capacity to ask questions instead of having all the answers, a trend that keeps people more focused on problems and obstacles than solutions.

We ask about the future without putting in doubt the arrival and questioning not only the “how”, but also “the why” of attitudes and of the steps that you must take to get there.

It’s a bit like knowing the future best practice and understand the meaning of these practices devised within the context of the future and its possible impact on the whole organization.

You feel tomorrow as if it were in the past!

It is not easy to escape to what we learn by thinking that it is safe or appropriate for managing a particular process. It is worth pointing out that what was passed, almost always had as successful experiences support existed for hypothetical attitudes to be taken.

In the beginning of this century, we already can see that the speed that new things are available requires a different attitude.

Gary Hamel on “The future of Management” (putting principles to work), proposes an exercise that consists of redesigning, answers to a challenge, that is, describe the main features of a particular process that was chosen by applying the principles of the “new management.”

Once we have mapped the process, here are some questions we put to facilitate the response to the challenge, challenge that extends to all of us and that are revealing of how to ask questions:

– introduce a wide range of data, views, and opinions in the process? How would you draw the process that would facilitate rather than frustrate the continuous development of new strategic options and encourage the relentless experimentation?

– How would you redesign the process for successfully exploited market wisdom, rather than just the wisdom of experts?

– How would you redesign the process so that encourage rather than discourage dissenting voices?

– How could this process encourage employees to identify and connect with objectives that personally care?

– How could this process be redesigned in order to help the business be or become an even more exciting and vibrant place to work and a magnet for creative talents?

We’re at a time when the world is getting more turbulent and changing of what organizations are able to respond or adapt and that’s why we need better organizations and better people to manage.

Probably people adapt more easily to change than organizations putting challenge in another level and that is to make individual adjustments to match with the adaptation of the organization.

In other words we have to transform organizations thinking in people and stop making “evolve” people thinking in organizations.


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Some of our beliefs

” I think of design thinking as combining the best of analytical thinking — that is, thinking based on declarative logic whose purpose is to declare a proposition to be true or false — and intuitive thinking, which is knowing without reasoning. Analytical thinking attempts to prove that something is indubitably true. Intuitive thinking is about imagining a future that cannot be proven in advance…

If you went and asked consumers who had never used cell phones, “How much will you use them and at what price,” the best answer you could hope for is, “I have no clue and why are you asking me?” Worse was if people said, “I would use them this much at such and such an amount.” How could they know?-  Roger Martin

– Roger Martin

Questions about human behavior are so complex that we often cannot do much more than make smart assumptions about why or when certain behavior will occur. In addition, because many of us bother much with explanations and descriptions of human behavior, we prefer that explanations or descriptions are consistent with what we believe.

But we can be wrong about some of our beliefs.

Now imagine that we are one among several people “with reason” about certain needs of the people, but they disagree on how to resolve this problem or is on the way to find a solution.

What makes this interesting is the fact that the discord brings several good reasons to support both sides.

It is in these and other circumstances that asking questions is so important.

Make important questions means recognizing the prejudices, distinguish facts from opinions, consider relevant aspects, seek alternative points or ask to be criticized.

When we have a discussion with other people, we are inclined to defend our point of view rather than trying to understand the other person’s position. As a result, we are not going to get any new information that will help us to reach a resolution creative.

Roger Martin recommends asking questions in order to gain a deeper understanding of mental models of others and ask assertive questions so involves a sincere search of other points of view and attempts to fill the gaps of understanding.

For example, we may use the data analysis (using visualization) to generate new questions and not only finding answers justifying our point of view.

Sometimes it is important to stop and sit to analyse. The power of analytical thinking gives us the ability to ask the right questions, while our natural attraction in design thinking by the assumptions or the “what if …?” often leaves no space for thinking about the meaning of the question.

Ask interesting and surgical questions to meet the needs of others, with the help of analysis and synthesis, naturally complementary parts of divergence and convergence.

Here are some good moments to ask questions:

When we seek through observation to meet the needs of the user to resolve ergonomic problems in a particular subject, ask questions can help us find the meaning of things and make them desirable.

When we co-create ask a question develops new ideas possibly richer than the first interesting ideas.

When we seek to identify a problem, ask questions leads to divergence and facilitates its definition when converge.

People were taught to understand users or consumers through a set of data and accept them as possible answers. Now we must teach people how to use the data to ask questions.

“Analysis of a situation can be approached in two different ways. Firstly, ‘questioning’ which involves breaking down the problem’s complexity into component patterns that form the whole Secondly, ‘evaluation’ which involves looking for patterns in the situation without acknowledging their role. Markus (1969) lists four basic sources of information available in a design decision-making situation: the designers’ own experience, others experience, existing research and new research. In the beginning of design projects requiring fresh creative thinking, the most important questions have to do with the definition of the problem. The way we state a problem can have a crucial impact on the way we attempt to solve it.” – Edward Prince

What do you think of this?