WE LIVE IN THE WORLD OUR QUESTIONS CREATE. David Cooperrider

Your job as a manager and a leader is to help create the space for people to have those learning moments. And to do that, you need a question that drives this double-loop learning. That question is, “What was most useful for you?”

Daniel Kahneman won the Nobel prize in economics in 2002 for his work on the psychology of judgment and decision-making, and the field more generally known as behavioural economics. He’s best known for his book Thinking, Fast and Slow, which explains that we have two decision-making processes: a fast, instinctual “gut-feeling” one, and a slower,

TO BE ON A QUEST IS NOTHING MORE OR LESS THAN TO BECOME AN ASKER OF QUESTIONS. Sam Keen

If You’re Saying Yes to This, What Are You Saying No To?

This question is more complex than it sounds, which accounts for its potential. To begin with, you’re asking people to be clear and committed to their Yes. Too often, we kinda sorta half-heartedly agree to something, or more likely, there’s a complete misunderstanding in the room as to what’s been agreed to. (Have you ever heard or uttered the

THE MINUTE WE BEGIN TO THINK WE HAVE ALL THE ANSWERS, WE FORGET THE QUESTIONS. Madeleine L’Engle

Transactional Analysis (TA) is the slightly-out-of-fashion therapeutic model that has given us the labels of “parent-child” and “adult-adult.” It’s intriguing, but almost impossible to apply directly in organizations. It involves too much therapy-speak. The Drama Triangle, a practical interpretation of TA developed by Stephen Karpman M.D., is one

Edgar Schein has untangled the paradox of being helpful in his excellent book Helping. At its crux is the insight that when you offer to help someone, you “one up” yourself: you raise your status and you lower hers, whether you mean to or not.