Why asking problem-focused questions may not be the best way forward

When teams get stuck, leaders usually employ diagnostic (or problem-focused questions) questions to solve the problem.

Problem-Focused questions like:

"What happened?"

"Why did it happen?"

"Who did it?"

"How long did it happen?"

They believe that using a diagnostic approach will solve problems. Actually, it doesn't. It just tells you what didn't work. When you use diagnostic questions on people, you realise that they can get frustrated, defensive and blame others. This is because people have emotions and diagnostic questions stir up negative emotions.

What's worst, the questions above assume that there is a clear root cause. The world we are living in right now is rather complex. There is sometimes no clear single root cause. Sometimes it is a combination of many causes or none of your initial assumptions. Employing these diagnostic questions can lead you to a lot of time spent in problem talk and discovery.

Is there a better way?

Research in Solution-focused work has shown questions that are future-focused, amplify useful change and create forward momentum, work really well in helping others to move forward.

Solution-Focused questions like:

"What would you like instead of this problem?"

"What will you notice when things are better?"

"What are some small signs of success you have noticed so far?"

What are some small steps forward to make it better?"

The results delivered from asking these questions are stark.

The former set of questions turns the attention back to the past, hoping to give answers to the present to achieve the future. It creates defensiveness, blame and inertia. It can also make groups lethargic and disengage.

The latter set of questions focuses on a preferred future and what can people do in the present to move towards that future. It focuses on collaboration, pay attention to attention to success and forward momentum. This energises groups and creates new possibilities.

I am not saying that diagnostic questions do not work. They do really well when situations have a clear single root cause-effect. However, in modern-day society, things are very much more complex.

Note: Take this 4-minute quiz to assess how solution-focused you are.

Simple but not easy

What I have shared sounds simple but it is not easy.

Why? This is because our education system is built on understanding problems and asking diagnostic questions. It teaches us to use tools like Fishbone diagram, Root Cause Analysis, Failure Modes and Effects Analysis (FMEA) and etc.

I was trained as a mechanical engineer. The first thing that I was taught to do was to have a "problem statement"- which basically means a short and concise description of an issue that requires urgent attention to improve the progress of a project.?

If there is no problem statement, I find it hard to do anything.

However, when I treat every issue or thing as a problem, I do not spend time focusing on what are the positive attributes or what is already working well. Instead, I look for gaps and deficiencies.

Sometimes I do not have a problem, I might have a desire.

A desire is totally different from a problem. A desire assumes that you have an aspiration to move towards while a problem assumes that you have something wrong that you need to fix.

It is more aspirational to talk about desires and a preferred future.

Imagine how much employees are supported when their managers hold conversations that are enabling and useful?

Imagine how strategic planning retreats get electrifying when you talk about what's working and opportunities that can be pursued, rather than what are the challenges you are facing?

Imagine how a strong sense of self-belief can be created when teams focus on what has worked so far and how to move forward, instead of what has failed and the obstacles that are holding them back.

A group of scientists and senior leaders that I have worked with recently embarked on a journey to recreate conversations with their teams and have engaged clients better, increased morale and reduced meeting time. This was achieved because they were intentional in engaging their employees in solution-focused conversations.

Focus and intentionality

There is a saying: "What we focus on expands."

When you focus more on problem talk, you tend to discover there are more problems around. However, when you focus on solution-focused talk, these problems appear to shrink and be a lot more solvable.

Holding these solution-focused conversations is not about positive self-talk or ignoring problems. It is being intentional in holding conversations that enable a sense of optimism , resourcefulness and a way forward. It is looking at problems with a different lens and choosing to see what can help you make enabling decisions.

The next time a problem arises, choose your perspective and questions carefully because it will affect how others and you solve it.

PS: There is a quiz that you can take to assess how solution-focused you are.

#solutionfocus #smallstepstobigchanges #leadershipconversations #leadership

ABOUT THE AUTHOR:

Kenneth Kwan?is a global keynote speaker and author of the book "Small Steps To Big Changes , which is a result of over a decade of work with clients.?He is also the founder of?Deep Impact , a leading training solutions company that serves hundreds of Multi-National Companies and Governments from 40 countries. Businesses that work with Deep Impact say that they have increased staff motivation, client engagement and achieved business results.

Kenneth has also been featured in the media like?The Straits Times, Channel News Asia and?The Business Station (BFM).