Employee communication: Circular questions in leadership management

What it's about

Circular questions are a special form of questioning technique that was originally developed in systemic therapy and is now also used in leadership management. Unlike direct questions, which are often aimed at a specific answer, circular questions aim to shed light on relationships, interactions and perceptions within a team or organisation.

Examples

These questions encourage a change of perspective and allow the interviewee to see the situation through the eyes of other participants. Examples of circular questions are:

• "How do you think your colleague sees the current project situation?"
• "What impact do you think your decision would have on the team?"
• "How would other team members describe working with you?"

This questioning technique promotes a deeper understanding of the dynamics within the team and encourages a self-reflective attitude.

Disadvantages for a manager who does not use circular questions

A leader who refrains from using circular questions encounters a number of significant disadvantages that have a negative impact on team dynamics, problem-solving ability and overall effectiveness.

Lack of change of perspective and self-reflection

Without the use of circular questions, the team often remains stuck in rigid patterns of thought and action. The ability to view one's own position and that of other team members from different perspectives is not encouraged. The result is limited self-reflection. A manager who does not ask circular questions finds it much more difficult to gain deeper insights into individual and collective perceptions and behaviours.

Weakening of team understanding

This type of question contributes significantly to how team members perceive their own roles and those of others. Without these questions, there is often a lack of in-depth understanding and appreciation for the perspectives of others. This results in misunderstandings, a lack of trust and a reduced willingness to work together. Team members who are unable to understand and support each other work less efficiently and harmoniously.

Hidden conflicts and tensions

In many teams there are latent conflicts and tensions that are not openly addressed. Circular questions help to bring these hidden dynamics to light by illuminating the communication patterns and relationships within the team. Otherwise, the manager often remains in the dark about the true causes of problems. As a result, conflicts escalate and the working atmosphere is permanently strained.

Limited problem-solving skills

Without circular questions, teams remain trapped in traditional thought patterns and miss the opportunity to develop innovative solutions. These types of questions encourage people to think outside the box and explore new approaches. A leader who doesn't utilise this technique will have significantly more problems encouraging creative problem solving, which limits the team's ability to innovate.

Sub-optimal communication

Circular questions promote open and transparent communication. They encourage team members to express their thoughts and feelings and thus contribute to a better flow of information. Without their use, important information is often not shared and misunderstandings arise.

Lower sense of responsibility

The sense of responsibility and ownership of team members is promoted by encouraging them to think about actions and their consequences. Otherwise, there is no incentive to take a critical look at one's own behaviour and take responsibility for one's own actions. This creates a culture of blame and a lack of commitment.

Why circular questions are only used by a few managers

Lack of knowledge and training

A key reason why circular questions are rarely used by managers is a lack of knowledge about this questioning technique. Managers are usually trained in directive and problem-orientated questioning techniques, which dominate traditional management approaches. Without specific training and education, managers lack the knowledge and skills to use circular questions effectively.

Time and efficiency pressure

Managers are often under pressure to make quick decisions and achieve immediate results. However, circular questions require time, patience and a deeper understanding of team members' answers. This extra time investment is at odds with the demands of working quickly and efficiently, which discourages many managers from using them.

Preference for control and directness

Many leaders favour a directive management style that focuses on control and clear instructions. Circular questions that encourage open discussion and exploration of different perspectives do not suit this style. Direct questions offer quick and clear answers, while circular questions often lead to more complex, ambiguous answers that cannot be immediately translated into concrete action. This preference for control and directness means that circular questions are rarely used.

Lack of experience with systemic thinking

Circular questions are based on systemic thinking, which requires an understanding of complex interactions and relationships. However, most supervisors are trained to be linear and solution-orientated. This linear thinking focuses on direct causes and effects, whereas systemic thinking considers the network of relationships and influences within a team or organisation. Without a systemic mindset, however, it is difficult for managers to recognise the benefits and application of circular questions.

Uncertainty and lack of trust

Asking circular questions can create uncertainty for leaders, especially if they are not used to having such open and exploratory conversations. This technique also requires trust in the skills and integrity of team members. Team leaders who tend to be suspicious or have had negative experiences with open communication are reluctant to use circular questions. The fear of showing weakness or ignorance by asking open questions is also a hurdle.

Organisational culture and expectations

The culture of an organisation also plays a decisive role in determining which communication methods are accepted and encouraged. In organisations that have a hierarchical and highly structured culture, circular questions are usually considered inappropriate or even disruptive. Expectations of managers to be perceived as decisive and authoritarian can also hinder the use of this technique. In such environments, fast and direct communication is often preferred, which does not favour circular questions.

Fear of losing control

Circular questions encourage an open exchange of opinions and perspectives, which to a certain extent leads to a decentralisation of decision-making. Decision-makers who are afraid of losing control avoid this technique as they believe it could undermine their authority and decision-making power. The idea that control over the communication process could be lost and unexpected or unwanted discussions could arise is a deterrent.

Lack of a sense of achievement and recognition

Managers tend to stick to methods and techniques that have proven successful in the past. Circular questions, which may not yet have been widely accepted and recognised, are less likely to be tried out. Without a concrete sense of achievement and positive feedback, it is difficult to engage with new and unfamiliar methods. The lack of a direct link between the use of circular questions and measurable results can lead to them being seen as ineffective.

Resistance to change

Some people are also used to certain ways of working and methods and therefore show resistance to change. Circular questions are a departure from the usual communication patterns and require an adjustment in management style. The willingness to try out new techniques and integrate them into everyday working life, i.e. to leave the comfort zone, is often limited, especially if the previous methods are perceived as sufficient.

Complexity and misunderstandings

This type of question can be perceived as complex and difficult to understand, both by the managers themselves and by the team members. The questions are aimed at deeper reflection and ambiguity, which can lead to misunderstandings and confusion if they are not formulated or interpreted correctly. Leaders who favour clarity and unambiguity are therefore reluctant to use circular questions.

Lack of success measurement

The benefits of circular questions often only have a long-term effect and are difficult to measure. Managers who focus on short-term and quantifiable results do not immediately recognise the effectiveness of this questioning technique. The lack of a direct link between the use of circular questions and measurable results makes them seem ineffective.### Lack of feedback and support

Without sufficient feedback and support from colleagues and superiors, managers find it difficult to implement circular questions successfully. Support from mentors or coaching, which could promote confidence and competence in the application of this questioning technique, is often lacking. Without a supportive environment, the use of circular questions often falls by the wayside.

High demands on emotional intelligence

Circular questions require a high degree of emotional intelligence and empathy, as they are aimed at understanding and perceiving others. Managers who have difficulty recognising and managing emotional and interpersonal aspects therefore find these questions challenging. The ability to deal sensitively and respectfully with the answers and reactions of team members is crucial to the success of this questioning technique. Managers who lack these skills therefore avoid using it.

Unclear roles and responsibilities

In organisations where the roles and responsibilities of managers and team members are not clearly defined, circular questions automatically lead to uncertainty. The lack of clarity about one's own tasks and the expectations of the team makes it difficult to use this technique, as the manager does not know how to use the answers effectively.

High cognitive effort

Asking and interpreting circular questions requires more cognitive effort than direct questions. Managers not only have to formulate the questions carefully, but also understand and process the various answers and their implications. This additional cognitive effort acts as a deterrent, especially in stressful or high-pressure work situations.

Conclusion

Managers who refrain from using circular questions run the risk of being restricted in their work in many ways. The lack of promotion of a change of perspective and self-reflection, the weakening of team understanding, the failure to recognise hidden conflicts, limited problem-solving skills, suboptimal communication and a reduced sense of responsibility are just some of the possible disadvantages. In an increasingly complex and dynamic working environment, the ability to foster deeper insights and innovative solutions is crucial. Circular questions are an effective tool to develop and strengthen these skills.

The low prevalence of circular questions in leadership management can be attributed to a variety of reasons. These include ignorance and lack of training, time and efficiency pressures, a preference for control and directness, lack of experience with systemic thinking, uncertainty and lack of trust, as well as cultural factors and fear of losing control. Other factors include resistance to change, perceived complexity and misunderstandings, lack of success measurement, lack of feedback and support, high demands on emotional intelligence, unclear roles and responsibilities and high cognitive effort. These obstacles prevent many managers from recognising and using the profound benefits of this questioning technique, even though it could bring about significant improvements in team dynamics and problem-solving skills in the long term.

Further reading

• Schein, E. H., & Schein, P. A. (2021). Humble Inquiry: The Gentle Art of Asking Instead of Telling. Berrett-Koehler Publishers.
• Bushe, G. R., & Marshak, R. J. (2020). Dialogic Organization Development: Theory and Practice. Berrett-Koehler Publishers.
• Tomm, K., Hoyt, M., & Madigan, S. (2022). Questions in Therapy: Strategic, Circular, and Reflexive Questions in Practice. Routledge.
• Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (2022). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. Crown Business.
• Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
• Laloux, F. (2023). Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations. Nelson Parker.
• Schein, E. H., & Schein, P. A. (2019). The Corporate Culture Survival Guide. John Wiley & Sons.
• Cooperrider, D. L., & Whitney, D. (2021). Appreciative Inquiry: A Positive Revolution in Change. Berrett-Koehler Publishers.
• Bushe, G. R. (2020). Clear Leadership: Sustaining Real Collaboration and Partnership at Work. Nicholas Brealey Publishing.
• Fredrickson, B. L. (2023). Positivity: Groundbreaking Research to Release Your Inner Optimist and Thrive. Crown.

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