No Bad Questions, Just Bad Motives
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There are no bad questions, but there are bad motives behind questions.
We huddled in the conference room. Customers were frustrated with our most important product. We needed to clearly define the problem so we could come up with possible solutions. Energy was high. We were getting somewhere.
Then, the boss walked into the room and said. “OK, but how will this scale?” Ideas and energy came crashing down to the ground.
We instantly shifted the focus from understanding the problem to scaling a solution we couldn’t even articulate yet. Defining the problem no longer mattered.
We talked about marketing strategies. We scribbled on whiteboards. We talked about production efficiencies and how we’d get the solution out to the masses. We talked about how we would operationalize it and the team we’d need to have in place.
No one cared about the problem anymore. No one cared about the customer. We had time-traveled into the future, a future where we had it figured out and just needed to get it out.
This time, the boss had asked a “Time Machine” question. These questions:
- Stop positive momentum
- Are asked way too soon
- Are intended to draw attention to the asker as the “visionary”
A time machine question isn’t bad on its own, just badly timed. It has a place, but that place is usually much later on in a project. We weren’t sure yet what the problem was. We had to get that part right before considering how we’d scale.
There’s a simple fix. Instead of attempting to look like the visionary, be curious.
- Why is this a problem?
- When did this start?
- What have we tried?
- What else do we know?
- How might we articulate the problem clearly?
These questions keep the team focused on the right things at the right time.
What constitutes bad motives when it comes to asking questions?
Joe Lalley is a writer, speaker, and workshop facilitator who has spent much of his career leading design thinking workshops for companies of all industries, shapes, and sizes. Joe has published multiple articles ranging from how to use curiosity to navigate remote work in the pandemic to how to fix the endless cycles of bad, inefficient meetings. Just released, Question to Learn: How Curiosity Can Transform Your Career, Team, and Organization.
“So since this new process is new, what happens if someone continues to do it the previous way?”
“The cure for boredom is curiosity; there is no cure for curiosity”. – Dorothy Parker
When I see questions used badly it’s typically when some in trying to impress versus explore. “This will make me look smart.”
Expediency rather than root cause analysis is frequently a problem in a results-driven culture. Research of what has worked and failed for others is not sexy or quick, but vital to understanding any problem and to determining solutions. I found this working in healthcare quality. Bad systems, not bad apples, are most common!
Who tells the Emperor that he has no clothes…….inability to define the problem typically guarantees the derived solution will be sub optimal
I appreciate the reminder that teams often need the time to get the big picture ideas together and create a vision before delving into the nitty gritty details of making something work.
Compassionate, well-times and crafted curiosity consistently promotes
thoughtful energy, ideas, collaboration and engagement. Every time. Thank you for capturing it in this post!
Thoughtful curiosity is truly essential to foster a more collaborative approach to problem solving. But it must be true genuine curiosity, with a positive approach. I’ve seen curiosity used as a weapon or a gotcha, which leads to a less open atmosphere for questions.
This came at the perfect time! Since retiring, I’ve been consulting with organizations. My newest group is one of the most challenging. They see my questions as threatening. I am working hard to help them see that my questions are for understanding first, and not to imply any wrongdoing or neglect on their part. It’s a daily struggle, despite my transparency of intent. Thanks for this!
I would love to know more context about this. I can see how reframing this would be more productive. Thank you for sharing!
As a coach, I learned how powerful questions can help create light bulb moments, clear the fog, and dispel limiting beliefs. Leaders must understand how the right questions can make a difference. When leadership training is created, coaching and asking questions needs to be a priority for skill development.
When you are in the tree business it can be difficult to see the forest. Sometimes we get so heavily invested in a way of doing things that even our questions are bound by our tunnel vision. That mission and vision statement might not be so pointless after all.
Thank you – asking effective questions is something I’m working to improve. I believe intent is also important when asking questions. Thank you for sharing and looking forward to learning more about asking impactful questions.
Curiosity is a superpower to be cultivated in organizations. Imagining yourself as a 4-year old seeing something for the first time and asking all sorts of questions.
It’s important to make time to be curious and have generative conversation. We tend to rush through agendas full of operational tasks instead of making time for ideas and innovation.
I would love to learn more about his work.
Thanks for sharing. I would love to learn more about this.
Interesting terminology categorizing “Time Machine” questions. This is a perfect way to describe questions that derail creative progress, usually from individuals only focused on “looking good.”
It can also be helpful to ask, “What don’t we know?”, and determine if answering that question is critical to being able to move forward or to the success of the project.
I notice bad faith questions when people try to control the narrative by demanding ” yes or no” answers to complex issues.
I love this! I am often criticized for asking questions and trying to find the “why” or “how”.
Thanks for the insightful post. Whether Dan or a guest, these are always so timely. A colleague recently shared that he is going to start asking the question, “What have we not tried?” in an effort to get teammates to think differently. Often the “what have we tried” is met with the usual responses, and the opposite question is often different enough to allow brains to pause and begin creatively thinking through possibilities again. My development in learning how to ask better questions is ongoing – thank you for this helpful insight!
When do you know you have defined the problem and you can move on to be open to ideas to resolve?
I love asking the negative questions….what haven’t we tried? what don’t we know? It really makes the team members think differently about the problem.
But honestly, the most important thing should be that the team should feel empowered to push back on the boss and say hey, we aren’t to that point yet. It’s a good question, just not for now.
“What are some other ways we could describe the problem?”
Fascinated by the concept of bad motives behind questions
Time and space afforded to team to identify concerns and brainstorm – create solutions allows for ownership for team members as well. I appreciate Joe Lalley’s post the thoughtful comments by the readers. Very helpful.
Great post! Getting stuck in specific details can divert attention and focus on the issue or opportunity.
I cannot wait to read this book. As Product Managers, often times we respond without asking thoughtful questions. Thank you for bringing these to us.
Thank you for sharing this! I would even recommend to repeat the “Why is this a problem” a couple of times for the first “Because…” might not reveal all underlying subproblems.
Love this quote ‘ THere are no BAD QUESTIONS, BUT THEre are BaD MOTIVES
BEHIND QUESTIOnS.’ so much insight, right there.
Dee K, interesting comment on being criticized for asking why or how. In my experience, if you don’t know why, you’ll never find a suitable how.
Working with a team of middle school teacher to transform processes has been a difficult task. I often feel like the questions people ask are to set a trap for later conversations. Would love to lead a group read for of this book to create a group of individuals that could respond to questions and build our organization.
Questions are transformative. Questions lead to better questions. The people who also understand the value of questions know my questions are coming. They tell me the answers before I ask now! Another person told me since I like to ask questions…Before he finished I told him that statement was a huge compliment and thanked him. My answer was unexpected but it felt so right!
Sometimes the perception we need to move quickly inhibits the problem solving process. I appreciate the focus on why your asking a question, what are the intended, and unintended, outcomes?
What advice do you have for responding to that question to shift the attention to the problem to be solved?
Asking the right questions deeply resonates with me. The distinction between curiosity-driven questions and “time machine” questions highlights a crucial point, in that leaders often derail momentum by jumping ahead rather than staying focused on defining the real issue. I completely agree with the idea that curiosity should guide collaboration because it fosters genuine understanding, keeps teams engaged with customer needs, and encourages thoughtful problem-solving instead of performative vision. Another great reminder to keep your eye on the prize, but building foundational understanding first is core to the bigger picture.
I totally agree. Sometimes, leaders ask questions just to feel like they “made their mark” on a meeting, rather than because they truly care about the answer. This has seldom created real value in the meeting, in my opinion. And sometimes, those questions reveal that the asker does not really understand the problem or situation, but because it’s a leader asking, no one wants to point out the gap in knowledge.
Love today’s post! I have a team member who is consistently a time machine questioner, and I appreciate the focus questions to keep the team curious!
When the question is attempted to interrupt, delay or redirect the purpose of the meeting then the question has different motives. Often this is way to get out of blame and take the attention from one’s mistake.
The art of asking open honest questions to understand sometimes seems like a lost art. Looking forward to learning more. Thanks as always for bringing new ideas to all of us!
I often feel, most of us are misunderstood when we attempt to question and perhaps challenge authority. Often viewed as a threat, it is simply seeking to understand. I really am interested in reading this book and learning more about the author’s perspective.
I like the idea of being curious first before you start asking time machine questions. It allows you to be focused on what is happening right now in the present moment.
I can’t tell you how much I appreciate the example of the time machine question and showing how everyone lost track of solving the underlying problem. I do think this will help me pause in the future to ensure I don’t get derailed or derail my staff.
Yes, yes! These processes are key to bringing a team together, identifying the opportunities, and realistic planning. I am thinking your order will be essential to our future as we rebuild the infrastructure of our local and national governments when that moment arises.
I have done this and stifled discussion far too many times. A great way to reframe addressing the risk at the right time.
Asked properly, there are no dumb questions!
It has become more common than not that we jump to solutions without defining and validating the problem. What is the problem we are trying to solve? Why is it a problem? What is the story we need to tell? We must go slow to go fast, but it all starts with asking the right questions.
I wonder if the kind of questions you ask is a reflection of the kind of leader you are.
As a leader of a group of Business Analysts, we feel asking questions is our superpower. But it is so important how you ask the question and why you ask the question. You can either stimulate or stifle creativity of a group, depending on the question. I look forward to reading this new book “Question to Learn”.
The book sounds like an excellent resource to use in building a culture of curiosity. Asking the right questions from the right motives and listening to others will be a great place to start.
Will asking the right questions help you develop into an approachable leader?
I’m interested how Joe Lally recommends structuring questions.
Sometimes it’s how you ask the right questions, the tone and the delivery count!
Interested in understanding how you move to curiosity when there is no safety in the room
I’m always intrigued by the use of good questions to help listen and learn. I find that lack of trust is often at the root at not receiving questions well.
I learn so much from your daily updates! Would absolutely love a copy of the book to help me move my career to the next level 🙂
I love diving into the art of asking questions! You have me thinking more about the importance of timing, and I look forward to processing this more.
This could be helpful for ministry work too for managing my Discipleship House and mtgs to help guys grow and church for Outreach and Foreign Missions mtgs. I’m curious…🧐
The cost of not asking the right questions is high – great article on how intentional questions can help to move toward a solution.
I would love to understand how to ask the question when you have people who are on a power struggle and do not want to be questioned. I personally love when people ask out of curiosity and learning, but do not find the same feedback when I ask questions.
Would like to learn more about this topic! Questions do not bother because my philosophy is “if you don’t know, ask! And it’s okay to ask again or ask to explain differently if you still don’t understand.” Many attempts have been made to shut me down when I say this.
What is the general mindset a person should have to recognize wrong motives when asking and or answering questions?
This content would be a great way to push the thinkning of my school staff. Looking forward to the text!
Thanks for sharing your insight. I too agree with Stan K, “I often feel, most of us are misunderstood when we attempt to question and perhaps challenge authority. Often viewed as a threat, it is simply seeking to understand. I really am interested in reading this book and learning more about the author’s perspective.”
This is a very interesting topic….