Type # 1: Questions that clarify, explain and define problems. Type # 2: Questions that explore connections and differences. Type # 3: Questions that are strategic, leading, confrontational. Type # 4: Questions that encourage reflection.

1. Question
types

2. Lineal assumptions
Questions that are strategic,
leading, confrontational
Questions that clarify, explain
and define problems
Questions that explore
connnections and differences
Circular assumptions
Type # 3
Type # 1
Type # 2
http://www.centernorth.com/index.php?/articles/text/reflexive_questions_in_a_coaching_psychology_context/
Influencing intent
Orienting intent
Type # 4
Questions that encourage
reflection

3. Type # 1
Questions that clarify,
explain and define problems

4. Goals of clarifying problems
 To get information about a problem, i.e. be curious.
 To define the reasons for a problem.

5. Questions to define the problem
 What is the problem in one word / sentence?
 What exactly happened?
 Which events led to the problem?
 What kind of help do you need?
 How did the problem happen?
 How is…. done at the company?
 Who did what?
 Where did it happen?
 When did it happen?

6. Questions to define reasons for the problem
 Why do you think it happened? Ask 5 x why.
 Could it be that it happened because ..…?
 Why are the values of the company not practiced
in interaction with customers?

7. Further inspiration
http://www.slideshare.net/frankcalberg/problem-analysis-methods

8. Type # 2
Questions that explore
connections and differences

9. Goal of questions that find connections
To find connections between persons,
objects, actions, perceptions, ideas,
feelings, events, beliefs, context.

10. Examples of what questions
 What relation do you see between events A and B?
 What relation do you see between what person x did
and….?
 What connection do you see among activities?
 What impact will the activities launched have on
customers and people who work for the company?

11. Examples of how questions
 How does person x get along with person y?
 How does person A think about person B?

12. Examples of who questions
 Who do you think worries most about this problem?
 This seems to be a problem for you.
For whom is it not a problem?

13. Type # 3
Questions that are strategic,
leading, confrontational

14. Goal of strategic questions
To influence / help a person do things in
new ways, for example by encouraging the
person to challenge rules / assumptions.

15. Open questions
 What have you done to solve the problem?
 What do you intend to do to solve the problem?
 What is the most important question you could ask
yourself in order to make situation x really great?
 What alternative solutions do you see?

16. Confrontive questions provoking action
 What would it mean for your life, if you don’t …..?
 If you had a meeting with the people in 1 hour, what would
you do differently compared to how you have held meetings
earlier?
 If you take step # 1, what would your step # 2 be?
 Have you thought of the following possibility:…?
 How about doing…?
 Does person A need to do activity B in that way?
 Why don’t you….?
 Here’s what you do:…

17. Type # 4
Questions that
encourage reflection

18. Goals of questions that encourage reflection
 To encourage a person to think / reflect about his/her
own way of doing things?
 To help a person discover himself / herself in new ways.
 To call forth personal knowledge.

19.  Reflecting on what you have done, what do you think
you did well?
 Looking back, what would you have done differently?
 Reflecting on the experience you had, which personal
values of yours have become more important for you?

20.  How do you think others experience the conflict
you are having with your colleague?
 Think of someone you truly respect and admire.
What would he / she do in your position?
 What do you think is blocking you / holding you back
from doing ….?
 How did it make you feel, when ….. happened?

21.  What would be different in your life, if ….?
 I hear your concern about getting the right sales people to
pull off this campaign. If we could get the right people, what
could the campaign look like?

22. Further inspiration
http://business.financialpost.com/2012/01/14/coaching-advice-from-the-pros/
http://www.familytherapy.org/documents/Interventive3.PDF
https://hbr.org/2014/09/coaching-an-employee-who-doesnt-want-help/
https://hbr.org/2013/12/conflict-strategies-for-nice-people/
https://hbr.org/2014/11/tactics-for-asking-good-follow-up-questions
https://hbr.org/2012/11/to-have-the-most-impact-ask-qu
https://www.youtube.com/watch?v=1bknGdA_xdw
http://www.slideshare.net/frankcalberg/listening-tips
http://www.slideshare.net/frankcalberg/questions-to-discover-your-values
http://www.slideshare.net/frankcalberg/questions-that-challenge-the-way-you-think

23. Thank you for your interest. For further inspiration
and personalized services, feel welcome to visit
http://www.frankcalberg.com
Have a great day.