A Facilitation Technique The Art Of Questionning Helen Wythe

The Art of QuestioningThe Art of QuestioningBy Facilitrix Helen – Helen Wythe

Helen J. Wythe & Associates 2009 www.hjwythe.com 1

After having completed this session, g pparticipants will:◦ Appreciate questioning as a fundamental technique

for eliciting synthesizing analyzing informationfor eliciting, synthesizing, analyzing information and/or decision making.◦ Be familiar with the range of questioning

techniques such as: Chunking, Funnel and Probing questions.◦ Understand how to effectively design a questioning y g q g

process framework.

2Helen J. Wythe & Associates 2009 www.hjwythe.com

Powerful questions, are the ones for which we d ’ l d hdon’t already have answers are open

invitations to creativity and innovation, calling forth ideas and insights that do notcalling forth ideas and insights that do not

yet exist.


Key Facilitation Technique – Questioning

Benefits Of Using Questionsd l G◦ Modulate Group Dynamics

◦ Focus The Group◦ Beyond Recall of InformationBeyond Recall of Information◦ Builds Knowledge - Makes Connections◦ Directed Toward Learning - Evaluative Thinking

Moves Group Forward◦ Moves Group Forward◦ Results In Creative, Critical And Innovative

Thinking.


With Any Topic and Process Design◦ Opening A Session ◦ Brainstorming Ideas◦ Synthesizing Large Number Of Ideas◦ Synthesizing Large Number Of Ideas ◦ Analyzing A Situation◦ Identifying Solutions ◦ Making Decisions ◦ Reviewing, Planning, Interpreting

D i A Cl i O A S i◦ Drawing A Closing On A Session


Clear and Concise R l T S bj M i l d P i i Relevant To Subject Material and Participants

Inspire Participants To Think And Respond

The quality of the participants’ thinking, and subsequent responses will be influenced bysubsequent responses, will be influenced by the questioning techniques used by the meeting facilitator.


Recognizes Wide Possibilities Of Thought

Builds Around Various Forms Of Thinking

Sparks Interest In Seeking Answers

Involves Critical And Creative Thinking

Provides Challenge But Not Too Overwhelming Provides Challenge But Not Too Overwhelming


Creating Powerful Questions Thought Th h A d P d P i T M iThrough And Prepared Prior To Meeting

Attention To Three Aspects Attention To Three Aspects

◦ The Construction

◦ Scope

◦ Assumptions.


Closed Questionsh C C ld ll ld Sh ll◦ Begin With Do, Is, Can, Could, Will, Would, Shall

Or Should◦ Only One Responsey p◦ Recall Information/Assess Prior Knowledge.

Open Ended Questions Open Ended Questions◦ Begin With Who, What, When, Where, Or How◦ Many Different Responsesy p◦ Responses Build On Group Knowledge◦ Stimulate Group Discussion.


Look At The Type Of Question. Is It A Closed Question? (Only One Possible Answer)

U Diff L T Ch I I A Use Different Language To Change It Into An Open Question (With More Than One Answer).


Who

WhatWhere

Topic

WhatWhere

WhyHow

When


Purpose of Gathering, Analyzing, p g, y g,Synthesising And Evaluating Information

Chunking Questions * Funnel Questions Probing Questions * Focus Questions Directing Questions * Clarifying Questions Leading Questions * Process Questions Prompting Questions * Follow-Up


Follow – Up Questions Prompt For ◦ Clarification◦ Perspectives◦ Rationale◦ Rationale◦ Options◦ Implications


Little boy blue, come blow your horn The sheep's in the meadow, the cow's in the cornWhere is that boy who looks after the sheep?Where is that boy who looks after the sheep? Under the haystack fast asleep Will you wake him? Oh no, not I For if I do he will surely cryFor if I do he will surely cry


Knowledge (Remembering): In this picture, what is the colour of the boy’s coat?y

Comprehension (Understanding): How would you describe the picture in your own words?A li ti (S l i ) D k lik Littl Application (Solving): Do you know someone like Little Boy Blue?

Analysis (Reasoning): Why might he have fallen asleep? Synthesis (Creating): How do you think he will explain

to the farmer how the cow got into the corn? Evaluation (Judging): Why do you think it matters if he Evaluation (Judging): Why do you think it matters if he

falls asleep even if no one ever finds out?


Meeting Outcome

Process Design Outcome

Information Available

Participants

l bl Time Available


Aim/Outcome/Deliverable/Objective◦ Information Gathering◦ Reviewing, Analyzing and Interpreting Information◦ Addressing IssuesAddressing Issues◦ Evaluating and Planning ◦ Making A Decision◦ Taking Action◦ Taking Action

Individual, Small Group – Large Group

Natural Thinking Process


What/FactsWhat/Facts

Gut Reaction/FeelingsGut Reaction/Feelings

So What?/ImplicationsSo What?/Implications

Now What?/DecisionsNow What?/Decisions

18Helen J. Wythe & Associates 2009 www.hjwythe.comAdapted from ICA Associates

Waking Waking Up In the MorningUp In the Morning “What”/ Facts The alarm clock rings

“Gut Reaction” / You groan feel tired Gut Reaction / You groan, feel tired, Feelings want more sleep

“So What” / You remember that So What / You remember that Implications you have an early

morning meeting

“N Wh ” / Y d “Now What” / You get up and get Decisions ready for work


People walk in takeOBJECTIVE

People walk in, take things in with their

senses.

Begin to sense, like, don't like emotions

REFLECTIVE

don t like, emotions & feelings stir,

associations are made, memories rise

to the surface

INTERPRETIVE

Make conscious connections,

thoughts arise, words, ideas form, understanding, we

DECISIONAL

think about what's going on

Consider actions, decisions choices

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DECISIONAL decisions, choices, what to do, how to respond, how to

relateAdapted from ICA Associates

Getting To Know One Another

Clarifying Expectations

Building Commitment

Developing Working Guidelines

Decision Making Ground Rules


Think, Pair, Square and Share - Design Aim: The Team will create a set of Working Guidelines Aim: The Team will create a set of Working Guidelines. What Working Guidelines does our Team require to create a

productive working environment? – Focus Question Individually – Jot down 2-3 key responses to this focus Individually Jot down 2 3 key responses to this focus

question. Pairs – Share your responses with one another person and

merge your Working Guideline requirements. Square – With another pair – Share your responses and merge

your Working Guideline requirements. Share - All groups share their responses. (Document on Flipchart)◦ Where does there appear to be agreement on Working Guidelines?◦ Where does there seem to be two ideas that are similar? How can we merge them to

create another Working Guideline we can agree to?◦ Read list of Working Guidelines Is this Working Guidelines that our Team needs to

create a productive work environment?create a productive work environment?


What?

The Notice Questions

Objective And Reflective ObservationsActionsActions

So What?

The MeaningQ ti

Now What?

The ApplicationQ ti Questions

Interpretive

Questions

Decisional

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ReflectionsHelen J. Wythe & Associates 2009 www.hjwythe.com

Adapted from Making Questions Work Dorothy Strachan

“What” ?R i h t th k d f l b t◦ Raise awareness what they know and feel about something. As we begin this planning session, what is in the front of your

mind with respect to this Project? What have noticed ismind with respect to this Project? What have noticed is different about this Project? What is happening here?

“So What”◦ Three Areas of Focus◦ Three Areas of Focus What patterns do you see here? How do you account for what is happening here? What does all this mean? What does all this mean?

“Now What”◦ The Applications Questions (Actions)


1. Understanding the Situation - Objective

2. Clarifying the Issues – Reflective/Interpretive

3 G ti O ti I t ti3. Generating Options - Interpretive

4. Testing Options - Interpretive

5. Making a Decision – Decisional

6. Taking Action - Decisional

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Addressing Issues

Helen J. Wythe & Associates 2009 www.hjwythe.comAdapted from Making Questions Work Dorothy Strachan

1. What words would you use to describe the issue facing the Team associated with this Project?

2.What recurring patterns do you see here?

3. What do we need to do to get unstuck and address this issue successfully?

4. What are the benefits and drawbacks of each of these options?

5. According to the criteria we agreed upon, which of these three options fits best?

6. What factors do we need to consider that could impact implementation?could impact implementation?

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Addressing Issues

Helen J. Wythe & Associates 2009 www.hjwythe.com

Looking Backward◦ Whole Experience

Looking Forward◦ Celebrating Successp

◦ Learning◦ Productivity ◦ Managing the Process

Celebrating Success◦ Building Ownership◦ Taking Action◦ Future CollaborationManaging the Process ◦ Future Collaboration


Enabling Action Design Aim: To clarify the impact of the meeting by providing anAim: To clarify the impact of the meeting by providing an opportunity for participants to debrief the session teasing out the learning’s and insights.

Let’s look back at our experience of this meeting.h d d h d bWhat words and or phrases do you remember?

What is one thing that stood out for you during today’s meeting? What did we get done during this meeting?What were high points of the meeting?

h d d lWhere did we struggle?What was a turning point in the meeting?What new vantage point has this meeting given us?What’s the Team’s next step in implementing what we decided during thi ti ?this meeting?What are you going to focus on in relation to (Topic) as a result ofparticipating in this meeting?This meeting has been a significant step in moving this project forward.


Prepare To Draw Range of Responses

Miss Allowing For Individual ThoughtRange of Responses

From Participants Use A Variety Of

Individual Thought Before Allowing ResponsesG Di d If Use A Variety Of

Techniques Provide Feedback

A d R i f

Get Discouraged If Your First Question Bombs – Rephrase

And Reinforcement Spread Questions

Around The Group

p Skimp on the

Questions - Plan for More Than You Need

Do’s Don’ts

Around The Group. More Than You Need


After having completed this session, g pparticipants will:◦ Appreciate questioning as a fundamental technique

for eliciting synthesizing analyzing informationfor eliciting, synthesizing, analyzing information and/or decision making.◦ Be familiar with the range of questioning

techniques such as: Chunking, Funnel and Probing questions.◦ Understand how to effectively design a questioning y g q g

process framework.


Th F ili i W The Facilitative Way◦ Priscilla H. Wilson◦ 0-9729764-0-x

Making Questions Work◦ Dorothy StrachanDorothy Strachan◦ 0-86571-416-9

The Art of Focused Conversations The Art of Focused Conversations◦ R. Brain Stanfield◦ 0-7879-8727-1


The Art of QuestioningThe Art of Questioning

Helen J. Wythe & Associates 2009 www.hjwythe.com 32

A Facilitation Technique The Art Of Questionning Helen Wythe

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