Asking The Right Questions

Asking the right people the right questions – in the right order.

When you’ve done that as often as we have, you can’t help but notice certain questions that seem to pop up in every problem, regardless of its subject, size or complexity.


Checking that it is, actually, a problem.

Are you sure it is actually a problem?

Depending on the answers these can be real time savers when asked at the very beginning of any problem solving process:

  1. Is it really a problem?
  2. Oh yeah? Says who?
  3. Are we sure this hasn’t already been solved by someone smarter than us?

Houston, We Have a Problem.

Ok, so now we’re sure it’s a genuine problem. Let’s see what we’re dealing with:

  1. What – exactly is the problem? What isn’t?
  2. What are all the possible causes? (there’s never only one)
  3. How are they feeding each other?

Notice that so far we haven’t asked ‘whose fault is this?’ or ‘who can we blame?’

We’re not about to either; we’re after cause and effect, not scapegoats.

Creating a Problem Map

Ok – it’s a problem… but what now?

Map the problem.

Expressing the problem as a map captures every useful fact about what it is, why it’s happening and what can we do about it and lays it out for anyone to see it clearly, probably for the first time..

That’s when different questions begin to arise, almost organically. Questions like:

  1. What could we change to alter the path of the problem?
  2. Where should we target our efforts for the maximum effect?
  3. Which targets should we hit first?

Discovering Solutions

Discover the solutions within.

Now the focus moves from investigation to innovation; it’s time to get creative:

  1. What if we did the exact opposite of what we’re currently doing?
  2. What have we never tried that might work now?
  3. How would we do things differently if we started from scratch?
Discover More

Helping People Think - Any Way We Can

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Testimonials

What our clients say

We had very positive feedback that it was engaging, thought provoking and funny

Just a quick note I wanted to thank you for the compelling session you delivered for us this week in Singapore. A great start to the second day of our summit. I also enjoyed meeting you personally and I hope to stay in touch. Please feel free to use me as a reference should you ever have the need for that.

Fiona Hathaway, Asia Enterprise Services HR LeaderMicrosoft

Your Leading Change module really was a standout

I’ve been reviewing the DAFL 2019 post-program survey data and designing the program for 2020. Your Leading Change module really was a standout and many people noted that it was the most useful module of the program

Christina Kolar, Organisational Psychologist, Human ResourcesDeakin University

Thanks for joining us yesterday and challenging the team to think differently

Thanks for joining us yesterday and challenging the team to think differently. I have even heard some of your concepts being talked about today in the office – so I hope we have twigged something that will last.

Deb Chapman, ANZ Strategy & Ops ManagerUnilever Australia