A framework to support open and curious questioning
May Miller-Dawkins, 2022, may@maymillerdawkins.
Action learning sets happen in stages – we make sure we understand the situation, context and players with questions of clarification – this can be about the who, what, where, when of the situation.
Once we move into open and curious questioning we are trying to help unlock deeper reflection and insight without making suggestions (e.g. through preambles or suggestions wrapped up as questions such as have you thought about…)
Within open and curious questioning there are five modes of questioning that I think are particularly effective for reflection on different levels that might provide perspectives that can help shift understanding and action.
Each of these modes is useful for uncovering and looking at things differently and it can be hard to predict which element is going to lead to a breakthrough in understanding for the person involved.
These are a good reference point to come back to when you are stuck in your questions.
The table below provides some context and examples of different kinds of questions. As we go through the set, you can note in the final column questions that you think were particularly effective in unlocking real insight.
| Type | Purpose | Examples | Your notes or examples |
|---|---|---|---|
| Systemic | Identify and analyse broader dynamics | Stepping back, how would you describe the broader dynamics that are shaping this situation? | |
| What are the mindsets that you can see influencing this situation? | |||
| How would you describe how power is being held or used in this situation? | |||
| What is this situation revealing about the systems that you are operating within? | |||
| Strategic | Unpack and understand the contours of the challenge | Why is this important to you or your organisation right now? | |
| What do you feel is at stake here? | |||
| How would you chart how this has emerged over time? | |||
| What do you see as the important component parts of this challenge? | |||
| What is the best or worst possible outcome? | |||
| Who else might have an interest in this? | |||
| What assumptions are you or have you been making? | |||
| What other possibilities exist here? | |||
| Catalytic |
(Ref: Hildy Gottlieb’s work on catalytic thinking) | Unlock potential action | What is the best possible outcome from this situation and for whom? How are those most affected involved? What would need to be in place to achieve the best possible outcome? What would the people who are most affected need to know, feel or be assured of to achieve that best possible outcome? What would you or your team need to know, feel or be assured of to be able to step into your contribution here? | | | Empathetic | Occupy and understand the position of others | What do you understand may be motivating those involved? What is their behaviour telling you? If you were in their shoes, what do you think you would need to know, feel or be assured of to …? What could this situation make possible for them or their organisation? | | | Reflexive | Critically reflect on our own role | How is this situation serving you or your organisation currently? What is most difficult for you about this and why is it difficult? What’s your power or authority within this situation? What might you need to think or do differently to get to a good outcome? What do you think you could lose here? What’s at stake for you personally? What do you think you might need to let go of? What experience can you draw on personally to navigate this situation? | |