In this article, we draw on insights from behavioral science research to explore how the way we frame questions and choose to answer our counterparts can influence the outcome of conversations.
We offer guidance for choosing the best type, tone, sequence, and framing of questions and for deciding what and how much information to share to reap the most benefit from our interactions, not just for ourselves but for our organizations.
In the online chats, the people who were randomly assigned to ask many questions were better liked by their conversation partners and learned more about their partners’ interests.
angela yee dating vado - Speed dating good questions to ask
- sex dating in hodges alabama
- married women dating in cleveland ohio
- 100 free messaging sex chats
They may be overconfident in their own knowledge and think they already know the answers (which sometimes they do, but usually not).
Or perhaps they worry that they’ll ask the wrong question and be viewed as rude or incompetent.
Among the speed daters, people were more willing to go on a second date with partners who asked more questions.
In fact, asking just one more question on each date meant that participants persuaded one additional person (over the course of 20 dates) to go out with them again.
Yet unlike professionals such as litigators, journalists, and doctors, who are taught how to ask questions as an essential part of their training, few executives think of questioning as a skill that can be honed—or consider how their own answers to questions could make conversations more productive. Questioning is a uniquely powerful tool for unlocking value in organizations: It spurs learning and the exchange of ideas, it fuels innovation and performance improvement, it builds rapport and trust among team members.
And it can mitigate business risk by uncovering unforeseen pitfalls and hazards. Their natural inquisitiveness, emotional intelligence, and ability to read people put the ideal question on the tip of their tongue.
Most people don’t grasp that asking a lot of questions unlocks learning and improves interpersonal bonding.
In Alison’s studies, for example, though people could accurately recall how many questions had been asked in their conversations, they didn’t intuit the link between questions and liking.
Much of an executive’s workday is spent asking others for information—requesting status updates from a team leader, for example, or questioning a counterpart in a tense negotiation.
Yet unlike professionals such as litigators, journalists, and doctors, who are taught how to ask questions as an essential part of their training, few executives think of questioning as a skill that can be honed—or consider how their own answers to questions could make conversations more productive. Questioning is a powerful tool for unlocking value in companies: It spurs learning and the exchange of ideas, it fuels innovation and better performance, and it builds trust among team members.
Some professionals such as litigators, journalists and even doctors, are taught to ask questions as part of their training.