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Member You - Seeking Disagreement - How We Use Questions To Get More Commitment, Learning And Better Results
In the hyper competitive world of trade shows trying to stand out from the crowd can be quite challenging. It seems that everyone has a nice display, great graphics, brochures and the typical ball point pen or koozie with logo which makes it difficult to be different. Below are a few strategies that can be used to create that unique experie
"Seeking Disagreement" questions:
"I'd like
My car dealer hosts an annual summer symphony concert in a park-like setting.Typically, this happens around the 4th of July, so the theme is patriotic, and you can bring a picnic, refreshments, and sit at a nicely trimmed table in comfort.When you arrive in the parking lot, you see about a dozen cars displayed tastefully.<
Two weeks ago, Sue McKinney, Peg Carlson and I spent four days training a group of internal Continuous Improvement consultants. They noticed two things about us and our approach:
-We ask a lot of genuinely curious questions
-We actively seek disagreement and difference
Many of them noticed the opposite patterns in themselves! As they practiced their newfound skills, we all noticed that they would often advocate for something and then ask questions like "Are you ok with that?", "Am I right?" or "Do you agree?" We also noticed they were silently hoping that they'd get quick agreement so they could move on.
We talked with them about their questions. We decided that their questions were likely to solicit agreement or similar views. They also made it harder for others to openly disagree.
We suggested a different way of thinking: if they genuinely wanted solutions that people were internally committed to and they wanted them quickly, they would be better off saying what they were thinking, then actively seeking disagreement.
Time and again, we've learned that if people disagree or see things differently, we save time by discovering their views as quickly as possible. We suggest you ask questions that actively seek disagreement or that encourage people to respond with whatever they're naturally thinking. Here are some examples of each:
"Seeking Disagreement" questions:
"I'd like
There are many different types of payroll software that you can buy to help you manage the payroll of your company. These payroll software packages are even further broken down into the specifics of your company. For instance, if you have a company that is a part of the entertainment industry you’ll want to have a payroll system that kee
-We actively seek disagreement and difference
Many of them noticed the opposite patterns in themselves! As they practiced their newfound skills, we all noticed that they would often advocate for something and then ask questions like "Are you ok with that?", "Am I right?" or "Do you agree?" We also noticed they were silently hoping that they'd get quick agreement so they could move on.
We talked with them about their questions. We decided that their questions were likely to solicit agreement or similar views. They also made it harder for others to openly disagree.
We suggested a different way of thinking: if they genuinely wanted solutions that people were internally committed to and they wanted them quickly, they would be better off saying what they were thinking, then actively seeking disagreement.
Time and again, we've learned that if people disagree or see things differently, we save time by discovering their views as quickly as possible. We suggest you ask questions that actively seek disagreement or that encourage people to respond with whatever they're naturally thinking. Here are some examples of each:
"Seeking Disagreement" questions:
"I'd like
Hyip montitors or hyip rating sites are lists where the hyip admin have to spend an amount to the admin of the monitor who spend the money back in that programme. From this moment the programme get a state.Waiting: Already invested in the hyip however to early to receive the payments Paying: The hyip pays on time, everything is all
We talked with them about their questions. We decided that their questions were likely to solicit agreement or similar views. They also made it harder for others to openly disagree.
We suggested a different way of thinking: if they genuinely wanted solutions that people were internally committed to and they wanted them quickly, they would be better off saying what they were thinking, then actively seeking disagreement.
Time and again, we've learned that if people disagree or see things differently, we save time by discovering their views as quickly as possible. We suggest you ask questions that actively seek disagreement or that encourage people to respond with whatever they're naturally thinking. Here are some examples of each:
"Seeking Disagreement" questions:
"I'd like
Promote your customers through your brand. If you put on a special event such as a seminar, make sure you include your current customers and have them invite their customers. This way you are spreading the brand recognition and your customers have been able to participate in an event with their customers present. This is usually done for pa
Time and again, we've learned that if people disagree or see things differently, we save time by discovering their views as quickly as possible. We suggest you ask questions that actively seek disagreement or that encourage people to respond with whatever they're naturally thinking. Here are some examples of each:
"Seeking Disagreement" questions:
"I'd like
After you have received the job offer you might feel that the package needs improving in order for you to accept the position.So what could you do to improve the situation?Wherever possible, don't try to negotiate immediately after an offer. Make sure you ask for the offer to be put in writing and then try to delay any negotia
"Seeking Disagreement" questions:
"I'd like to use [x] as a vendor. Do you have any concerns about [x]?"
"I'd like to... Does anyone see any problems with what I'm suggesting?"
"I think you have concerns about this project. Am I off base?"
"I think we'd save time by building an agenda. Are you seeing that differently?"
"I think this market will be profitable because.... What flaws, if any, do you see in my logic?"
"Natural Thinking" questions:
"I think production in unit A has slowed. What do you think?"
"I'm concerned that we don't have enough support from Jim and his team. What's your reaction to that?"
"Sounds like you think [x] is the best way to go. What is it that's important to you about [x]?"
"It sounds like we've missed our deadline. Have I done anything to contribute to this problem?"
We've found that getting these questions out your mouth in a believable way requires you to be genuinely interested in surfacing differences and disagreement. If you aren't, they will probably come across as canned, perfunctory, or even manipulative.
What are your reactions to all of this? Please come to the Mutual Learning Action Group and share them with us and your peers.
© 2005 Matt
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