Skip to main content

Nature of questions and Impact they generate

Through some knocks I have taken in the past, over time, I have learned to distinguish between types of questions based on "impact" answers will create.
  • Is it an information question? Quick answer is possible. Impact to "others" may be minimal.
  • Is it a decision making question? Quick answer is possible. Impact to "others" may be significant.
  • Is it an opinion question? Quick turn-around is ok. Impact to “others” may depend on how the sample size polled responds.
  • Is it a problem solving question? Instant response is possible. But well researched follow-up may be better, for, impact to “others” may be more immediate and significant.
How question get answered depends on “How” a question is asked and the “Trust” contract between person who asked and person who answers. Commitment in the answer will depend on level of “Engagement” that already exists between persons involved.

Similar relationship may develop when there is a person “Interested” in something and there is an option available to “Explore” that very interest. Real problem solving will take place when there is an “Engagement” even in this case.

At the time question is asked, it is too late to assess if answer is likely to be useful - as - the “Engagement” is either already strong and you are confident of usefulness
of what you may get back or it may very well be weak and so there should be no surprise with what you may receive.

Trouble is - it’s a lot of patient work to constantly gauge where this Engagement lever is on the relationship Fulcrum to keep both sides in focus and balanced. Then it does not matter what roles the people involved play. 

Comments

Popular posts from this blog

Choking the communication channel.

There are instances where everything looks in order. Structures are rightly in place. Right roles are defined. Responsibilities are distributed. Bi-directional open communication is expected to take place. And with that, collective work is expected to turn out productive. Yet, when the action begins, everything breaks apart. Productivity dwindles, cooperation is missing, and ad-hoc interactions are common-place That creates chaos. No one appears in charge even though there is someone responsible. It clearly is a sign of broken communication channels. A well-orchestrated workplace focuses on methods to communicate grounds-up and top-down. It encourages patient listening, internalizing and responding rather than reacting. All effective open communication channels are a result of making such communication possible. Often, the structures are set such that you centralize communication of every bit of your activity to someone in the hierarchy. Over time it turns into a permission-based inter...

Top up.

An effort of any kind will stop without a top-up mechanism. The cooking range doesn't work without gas. When petrol runs out, vehicles don't work. In the absence of solar panels, green energy is just a dream. Such issues apply to us humans too. Our ability to work hampers seriously if we don't have an energy replenishment plan. We think we enjoy the most when we do work involving our passions. We think tirelessly doing the same activity will keep our enthusiasm. Like writer's block, there comes a day when our ideas don't work. Monotony dries up the fun. What used to be the reason to be at work feels like the most dreaded place. When we encounter such a situation, it's time to check if our energy tank is emptying out fast enough that we need to land to refuel. Top up is a vital periodic part that recharges us. Different activities, places or people might refuel us with new energy and ideas. But first, be open to knowing you will run out of fuel. Sooner or later, ...

Checks and balances!

Defining a good purpose, setting a target goal and getting people working on them is usually not enough! There are too many aspects involved in getting the results we want. For example, there is an aspect of painting the big picture, working on motivation management, productivity tracking, building experimentation labs, and erecting resilient systems that systematize the workflows. Just putting bodies to work and defining milestones rarely achieves the right results. The other aspects that help march towards the milestones in an orderly manner, they are equally important. At the very least, they make objectives widely understandable and results more attainable. The job of a thought leader is to enable progress and enable recovery. Therefore, it is never enough to have just ideas. Those with ideas also have the responsibility to assemble the work environment in such a way as to create situations containing the energy disperses. Energy dispersal from lack of clarity, loss of motivation, ...