Reflection Point – The questions we ask

After a severe allergic reaction recently, I found myself  in Emergency on a Saturday morning experiencing the care of many doctors, nurses and specialists.  Whilst very unwell, I found myself like a fly on the wall, curious about the various individual and collective approaches of the clinicians as they sought to understand the allergy and triggers that created the reaction. What surprised me most was the types of questions asked, and the tone with which they asked it.  It occurred to me that the nature of the questions asked (and the tone of their voice!) was a strong determinant of the response that I then provided.  “What’s brought you here today?” or “What’s been happening today?” was the similar formula for around 8 different medical professionals I encountered within the first few hours that day.  It had me so curious that I researched it afterwards.

In foundational coach training we teach that the quality of the question that you ask determines the quality of the response you then receive.  We also know that the surrounding environment can strongly influence this how psychologically safe the client feels in the interaction, their ability to develop rapport and trust, and so forth.

It turns out that my experience was of course a known process and the type of questioning approach drawn from known, structured clinical frameworks. In emergency environments these questions aim to ensure that different medical practitioners in the same environment apply a consistent structure.  This is said to remove room for error, support thinking in high-pressure environments and act as a stabilising force within clinical team environments where teams can operate highly efficiently without confusion.

Respecting that process, which I had found somewhat frustrating at the time to relay the same events about 8 times after arriving with paramedics, I accept now that this is considered best practice despite being well beyond my impaired understanding at the time!  It did however get me thinking about the questions we ask as leaders every day in our team and meeting environments, and how effective they are.  I also wondered of the process of the listener in listening, reflecting and supporting problem solving and considering their capacity to open up creative, innovative thinking.

Forbes writer Scott Hutcheson states that great leaders ask generative questions.  “Generative questions differ from ordinary questions because they don’t just solicit information—they spark new thinking and create possibilities. Leaders who employ these questions aren’t merely seeking answers; they’re guiding their teams toward meaningful reflection and collective insight. Neuroscience backs this up: when we encounter an unexpected question, the brain’s orienting response is activated, disrupting default patterns of thinking and focusing attention on the present moment.”  (you can read the full article if of interest here)

Generative questions are open ended, they point forward, they invite curiosity and reflection and support the listener to see themselves or the situation differently or from a different perspective, surfacing possibility, expanding thinking.

I wonder how often as leaders we take the time  to pause and consider what questions will be most effective in each context, with intention.  Whether we consider  the environment we are creating with our tone, body language and pace.  Whether we consider the receiver and their  capacity and capability to understand the question we are asking, and after we’ve asked it, whether they’ve understood the question when they answer.  And. if we follow up with clarifying  questions afterwards to fine tune the information we receive.

I am very well and fully recovered 🙂  I invite you, with me alongside, to take a few minutes to consider the following about the questions we ask as we begin this shorter week.

Question 1

In which spaces (meetings or informal conversations) can you create space for greater intention in the questions you ask – to interrupt the default ways of thinking and unlock the potential for more creativity and innovation?

Question 2

Consider the environment that you create for others you work with.  Where might there be opportunities to improve the psychological safety, your tone of voice or the level of care that you bring to these interactions – before you ask any questions?

Question 3

Who are the leaders and mentors that creatively disrupt your default patterns of thinking and support you positively towards different insights or outcomes? 

How do they operate to support you effectively?