Build | Create Field Guide #3:  Questions Lead to Clarity

The last blog post discussed some of the dynamics of identifying, pursuing and abandoning goals, as well as introducing the process of inquiry as a tool when building or creating something new. As I read about brainstorming, idea generation and selection, there is the reminder that we MUST STAY VIGILANT about the results we want, because it is oh, so easy to wander off the trail. At the same time, we must be ready for the deepening of understanding that this inquiry brings, which often leads us in new related directions.

This week features the work of Hal Gregersen and an article he wrote in the March-April 2018 Harvard Business Review on a better method of brainstorming.

The Inquiry Process
In the article, Gregersen tells a story about a classroom brainstorming session that flatlined (as many of these sessions do). Lethargic participation, dissipation of energy in the classroom. On a whim, he decided to shift his process not by pursuing answers, but by having the students ask questions about the issue at hand. In just a few minutes, the mood shifted; the class generated several questions and became energized and engaged. Many of these questions challenged various basic assumptions, which opened new pathways of thought towards finding the solution.  From this experience, the author has developed a process for getting unstuck called the Question Burst Methodology.

Gregersen suggests that you select a challenge you care deeply about. This may be a setback experienced or an opportunity that has presented itself. Does it make your heart beat faster? If so, it’s probably a good candidate. That feeling of “Yes, this!” is something to pay attention to.

He proposes the following steps.

Step 1: Set the stage. Invite a few people to consider the challenge from a few angles. This provides a wider knowledge base, and the more diverse in experience, the better. Those who have different ways of thinking or worldview are likely to ask questions that would otherwise stay unasked.  The baseline for assumptions is different; these others may ask questions “they don’t know not to” ask.

The question burst methodology works better than traditional brainstorming sessions because it changes the dynamic in the room. Often the social dynamics of a group can prevent open communication.  Elements of power (manager/employee), communication style (introvert/extrovert), and judgement (already done that, stupid idea) can be toxic to what should be a door opening process.  Also, we are conditioned from a very early age to provide the correct answer.  Brainstorming asks us to linger in the discomfort of not having THE answer.  Suspending this conditioning allows us to expand the problem space for deeper exploration.

Step 2: Brainstorm the Questions

To do this for maximum effect, it is important to establish the ground rules for the exercise. Gregersen suggests a 4-minute window generating as many questions as possible. People can only generate questions, not answers, and there should be no lengthy introductions or justifications. This helps avoid “framing’ which can inhibit the problem-solving effect. The person leading the session should ensure that no criticism on the contributions of others is accepted.

Step 3: Identify a Quest and Commit
Gregersen has found that about 80% of the time, this exercise produces at least one new lead towards a solution. He also believes that by understanding why a question really matters and the obstacles you might face in addressing it, you deepen your resolve and ability to do something about it.

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The Idea Editing Process

During the brainstorming process, it is important to keep track of the ideas generated. Use a whiteboard, use a notepad, use a word or google doc – whatever you or your team prefer. By doing this, themes and interests start to show themselves. In evaluating the ideas, listen to both your logical mind and your emotional one, always going back to the original problem to determine if the idea will fix the problem, or if it has deepened your understanding and shifted the landscape, leading you to a different idea or solution.  Often we realize that the problem we are trying to solve is a symptom; this leads us closer to the root of what we aim to solve.

Another aspect of the editing process is reflection. While we are conditioned to jump into action mode, if there is anything about the idea that you have questions about, it is likely that you haven’t uncovered all the information yet, and more questions need to be asked.

Finally, after this process of evaluation and reflection, it is time to commit to the idea and try it out. It may work, it may not, but either way, it is a step forward. This is iteration.

Gregersen states:
“Creative energy will ebb and flow…and preparing yourself for that is critical. Transformational ideas start out as exhilarating but turn vexing as unforeseen snags reveal themselves. Then they settle into hard work that, with luck, produces moments of hope that will see the challenge through. If you expect that turbulence from the beginning, you’ll be better able to ride it out later.”

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This is one of the many ways to navigate the brainstorming process. From a coaching or leadership standpoint, the best coaches help others find answers from within, and often, we do this is by asking questions, actively listening to the answers, then generating the next relevant question. In meetings and within relationships, this process of inquiry is very powerful in chipping away at the values, beliefs and noise that often prevents us from getting to the heart of what we are trying to achieve. Opening up to the process of inquiry can give us the mental space to look at the challenge from multiple angles, produce new ideas, and provide clarity on the steps to move forward.

Resources:
• Article: Gregersen, Hal Better Brainstorming: Focus on questions, not answers for breakthrough insights. HBR, March-April 2018