Suddenly, everyone in the room felt the tension. On the surface, Harriet had asked a simple question: 'When will Marigold complete the Phoenix test suite?' It wasn't her tone; it wasn't even the question. Everyone wanted to know the answer. And it wasn't Terry's answer — he responded coolly: "Friday, we think."
Everyone was tense because of the fear that Terry might lose control, and because everyone knew that he would have provided the answer without being asked. Harriet's question was gratuitously challenging, and everyone knew the answer would be embarrassing for Terry.
Gratuitous challenges are just one of many kinds of questions that cause tension at meetings. But what makes a good question? Here are some insights to help you frame questions that advance the conversation.
- Unnecessary questions are expensive
- An unnecessary question is one that you could have answered yourself if only you had given it a little thought. Unnecessary questions derail the meeting and waste time. But the asker pays the highest price: degraded reputation. Most unnecessary questions result from not thinking, from inattentiveness, or from obsessive attempts to prove one's value.
- Off-topic questions are frustrating
- Unnecessary questions
derail the meeting
and waste time
- A question that takes the group away from its task can be frustrating to everyone, especially if the meeting is running longer than anticipated. Once people feel frustrated, work quality declines. For the rare off-topic questions that do need to be asked, either wait for the right moment, or ask for the group's permission.
- Confrontational questions lead to destructive conflict
- When you set up a confrontation, you increase the chances of destructive conflict. Whatever happens next is usually bad news, and doesn't advance the group to its goal. Some askers of confrontational questions don't realize what they're doing. Most do. To be safe, be self-effacing. Err on the side of too much courtesy and too much respect.
- Wait a bit
- When you do have a question, let it age a little. You might think of the answer, or if someone else asks it, you'll get the answer. If no one does ask, you can.
- You don't have to know the answer
- Some feel that to really score points, we must know the answers to our questions. Then, when people don't have an answer, the asker can come to the rescue. The most likely outcome of such an approach is resentment of the asker. Ask questions only when you sincerely want the answers.
- Ask brilliant questions
- Truly brilliant questions open up new vistas, or they rescue the group from blind alleys. To generate brilliant questions, isolate an assumption everyone is making, and ask yourself, 'What would happen if that weren't true?'
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- Our Last Meeting Together
- You can find lots of tips for making meetings more effective — many at my own Web site. Most are
directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- You Might Be Stressed If…
- A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can
build gradually, out of our awareness. Here are some indicators of chronic intense stress.
- How to Get Out of Firefighting Mode: I
- When new problems pop up one after the other, we describe our response as "firefighting."
We move from fire to fire, putting out flames. How can we end the madness?
- Wacky Words of Wisdom: VI
- Adages, aphorisms, and "words of wisdom" seem valid often enough that we accept them as universal
and permanent. Most aren't. Here's Part VI of a collection of widely held beliefs that can be misleading
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.