Reflect on how much of your day is spent asking questions and answering questions. How many questions do you ask a day, what kinds of questions do you ask, and why do you ask the questions you do. Try having a conversation with a colleague, or a friend, without asking questions, how long might you go without asking a question? The simple answer: not too long. Questions, and questioning, make for an integral aspect of our lives. Yet, how many of us take the time to be mindful about the questions we ask and how we answer questions. Within organizations, the asking of, and responding to, questions, makes for a critical mechanism through which we elicit information and construct dialogues. Managers that ask good, and hard, questions of their employees in an efficient, and respectful, manner are respected by their employees. Conversely, managers who ask ‘dumb’ questions (yes, there are things like dumb and stupid questions), and do not following basic etiquette when doing so, are more likely to be dismissed by their employees as being incompetent. Similarly, employees are perceived as smart (or foolish) based on the questions they ask and their ability to respond to questions. For the last few years, I have been fascinated with the concept of questions and the mechanics of questioning.

Questioning plays a critical role in organizational discourse. We often hear statement such as: ask the hard questions, question the status-quo, or there is nothing like a stupid question, among others. These statements give lip service to the concept of questioning. Managers are some of the most poorly trained questioners. Students in disciplines such as psychology, medicine, and law, are explicitly taught how to question. Business students almost never examine the art, and science, of questioning in a thoughtful manner. As a result, one of the most cited reasons for organizational failures (such as corporate scandals or committing to a failed course of action), is the inability for those who were observing the disaster unfold to be courageous enough to ask the right questions (and seek appropriate answers). Just imagine what would happen if a psychologist did not ask questions appropriately or if your physician did not ask the right questions to diagnose ailments. Would we tolerate this level of incompetency? Probably not!

Organizations need to urgently embrace the art and science of questioning. I believe that organizations will be healthier if individuals knew how to ask the ‘right’ questions and how to respond to questions. Being deliberate about the concept of questioning will lead to organizations expelling less effort in achieving their goals and objectives. I am currently beginning to write a few articles on questioning. While most of my writing will be for a business (management) audience, they are relevant to fields such as engineering, new product development, and education, among others. I want to encourage all readers to share their experiences with me on the topic. What do you think about questioning? How do you differentiate a good question from a bad one? What kinds of questions do you ask and why? Do you know of people who ask the ‘right’ questions, if so, why do you think they are successful in asking questions? These are just some of the questions that I would love to get answers to. If you have other reactions to the issue of questioning, please do share them with me.

If you would like me to come to your organization and conduct a workshop on the topic, please do not hesitate to contact me. I guarantee that if your organization gets smarter at the art and science of questioning, it will be a more ‘intelligent’ and ‘mindful’ place.


A nice video that captures the rationale for a focus on questioning. Questioning is necessary for scientific inquiry and breakthroughs. Questioning is also essential for us to build viable business organizations that can innovate, be resilient, and leverage human potential.