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Diagnostic Questions: Why Are You Asking Questions?

The document discusses two types of questions that leaders ask when problems are brought to them: diagnostic questions and development questions. Diagnostic questions are asked to gather information so the leader can propose a solution, while development questions are aimed at helping the problem solver learn and develop expertise to find their own solutions. While diagnostic questions may be quicker, development questions that coach the individual to determine what they need to learn take more time but better develop the organization's problem-solving skills long-term. The leader should be prepared to shift from asking questions to going with the individual to observe and document the problem in a way that facilitates shared learning.

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chrmerz
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27 views3 pages

Diagnostic Questions: Why Are You Asking Questions?

The document discusses two types of questions that leaders ask when problems are brought to them: diagnostic questions and development questions. Diagnostic questions are asked to gather information so the leader can propose a solution, while development questions are aimed at helping the problem solver learn and develop expertise to find their own solutions. While diagnostic questions may be quicker, development questions that coach the individual to determine what they need to learn take more time but better develop the organization's problem-solving skills long-term. The leader should be prepared to shift from asking questions to going with the individual to observe and document the problem in a way that facilitates shared learning.

Uploaded by

chrmerz
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Why Are You Asking 

Questions?
by Mark
When someone brings a problem to a leader, it is typical for the leader to begin asking
questions. The intent of those questions can make a world of difference.

Diagnostic Questions
In what I would contend is the more typical case, the questions are diagnostic. The leader's
intent is to get more information so that he can then propose or direct a solution. I can
certainly speak for myself that when I have knowledge in the domain it is really easy to just
drop into this mode. Someone is asking for advice, and I naturally reflex to giving it.

Of course there are times when this is wholly appropriate. Think of a physician and a patient
or an auto mechanic and a customer. The customer has a problem that they are not capable
of fixing and is engaging an expert to fix it for them or at least tell them what they should do.

Development Questions
If the intent is to develop the expertise in people then the questions must be different. This
isn't about finding the answers, it is about teaching the questions. Here the leader is
coaching. The questions are about helping the problem-solver find her threshold of
knowledge and the next step to learn more.

In other words, rather than asking the diagnostic questions yourself (as the leader), it is about
helping the learner determine what diagnostic questions she should be asking herself, and
then going about finding the answers.
Click on
the image to download a Toyota Kata coaching pocket card.

This is Harder and Takes Longer


In the short term, it is always easier to just give them the answers. We are all hard-wired to
seek out affirmations of our competence. Equally, we are hard-wired to avoid situations that
might call our competence into question. It is uncomfortable to be expected to know
something we do not. This is part of being human. I would contend it is especially hard to
resist showing what I know when I actually DO know (or think I do - though often I know a lot
less than I assume).

It can also be frustrating for the learner, especially if they are used to just being told the
answers. "Just tell me what to do" is a response that should clue you in to this frustration.

But if your intent is to develop the organization, you have to work a little harder.

Let's Go See - and learn together


Even if I am asking diagnostic questions, I am likely to get to a point where I start hearing
speculative answers or even a hard "I don't know." This is a great opportunity to shift gears
from diagnostic to coaching with "Let's go see so we can both understand what is going on."

Now you can work together to help someone get deeper understanding of the current
condition and the nature of the obstacles and problems being encountered. It is also a good
opportunity to ask them to document what they are seeing in ways that help them explain it
better.

This can take the form of a Toyota Kata storyboard, or an A3, or whatever other structure you
are trying to teach and use for problem solving and improvement.

If done well, you will turn "What should I do?" into a learning and growth opportunity for
everyone.

Mark | April 18, 2022 at 12:50 pm | Categories: Uncategorized | URL: https://wp.me/pfoRe-9ZW

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