#3: The Endless Question
Overview: |
Whether one is in a job interview (“womb-to-tomb” employment is no longer a realistic possibility for most of us) or is simply asked an unexpected question, quick-wittedness is a valuable skill to have. This activity, a challenging one, helps participants gain a few extra thinking moments by asking a question instead of giving an immediate answer. The question will often elicit the kind of information needed in order to respond in a cogent, albeit quick, manner. It also allows us time to gather our thoughts. |
Objective: |
To provide participants with a tool for responding quickly and intelligently to unanticipated prompts. |
Supplies: |
• Copies of Handout #3-1 |
Time: |
15–20 minutes |
Advance |
Make copies of Handout #3-1, one per participant. If possible, arrange seating so that each participant can easily converse with a partner. Invite a member of senior management to serve as judge. You may also wish to buy token prizes or prepare certificates to award to the winning pair. |
Participants/ |
This exercise can be used as an icebreaker at the beginning of the session or as an energizer at any point during the session. It is also adaptable to a wide range of programs, such as communication, leadership, and interviewing. It can be used with any number of participants. If there is an extra person left after all the pairs have been formed, he or she can also serve as the judge. |
Introduction to Concept:
The ability to think quickly, according to business leader Lee Iacocca, is the most vital element of career success. James Hayes of the American Management Association similarly asserts that “leaders who are inarticulate make us all uneasy.” When we see our organizational or national leaders falter in a debate or crumble before a reporter’s probing questions, we begin to lose faith in their ability to lead. Just as we expect our leaders to be able to think on their feet, so are we expected to exhibit verbal grace under pressure, in all sorts of personal and professional situations. (If you’ve ever watched the crowning of Miss America, you know how important this ability can be.)
This exercise truly requires quick-wittedness, as every remark must be interrogative.
It may sound easy to you at first, but the challenge to answer every question with another question is a formidable one, indeed. Here is an example of how it works. (Notice that none of the questions use the convenient tag line, “Isn’t it?” at the end of a declarative statement. Try to avoid this easy way out, and avoid responses that do not logically flow from the preceding question.)
Person A: “Why do you think we are doing this assignment?”
Person B: “Have you ever heard of anything like this?”
Person A: “Have you?”
Person B: “Isn’t this similar to ‘Verbal Volley?’”
Person A: “What’s that?”
Person B: “Haven’t you ever heard of it?”
Person A: “Didn’t I just indicate that I haven’t?”
Person B: “Have I offended you somehow?”
Person A: “Do you think I could be offended by a question?”
Procedure:
1. Have participants form pairs. (If one is left over, he or she can either work with you in this exchange of questions or serve as a roving judge to select the finalists in the competition.)
2. Allow them a few minutes practice in preparing a dialogue with as many questions as possible in it.
3. The four pairs with the greatest number of questions will come to the front of the room and, one pair at a time, will engage in another question-exchange using a prompt that the judge(s) supplies. The judge(s) may begin by asking the first team one of these questions:
How are you feeling today?
What’s happening in your life?
What do you think about the economy?
What do you like best about this month?
What advice would you give to new employees coming to work here?
What do you like best about your job?
The judge(s) may elect to ask a different question. The two members of the pair use the question to start the round of verbal-volleying. A volunteer should be asked to tally the number of questions each pair asks. After the first team finishes, the next begins.
4. After the winners have been determined, ask each participant to select a new partner. Then distribute Handout #3-1. Each person will ask one question from his or her partner’s list. Before the partner begins to respond, he or she should ask just one question in order to gain a few moments for gathering thoughts. Once he or she receives a reply to this one question, he or she can respond to it without interrogative statements.
1. A similar exercise can be done using other types of sentences; words related to the program being presented should appear in each sentence.
2. Make a collection of unusual questions participants have been asked in interview situations. Periodically return to the list and have participants ask and answer the questions on it.
Workplace Connections:
1. Ask participants to set up appointments with managers other than their own to learn the kinds of critical questions today’s employees should be asking their employers and themselves.
2. Advise employees to answer the following three questions and then ask their supervisors the same questions. Once the supervisor has had an opportunity to answer the questions in reference to the employee (rather than themselves), the employee should meet with the supervisor to discuss the questions and compare the answers.
(1) How will this job change in the next five years?
(2) What are the five most important outputs of this job?
(3) If I were to retire tomorrow, what qualifications would be needed by the person who replaces me?
Questions for Further Consideration:
1. Peter Drucker once observed that “…exceptional leaders know how to ask questions—the right questions.” What questions do you think exceptional leaders are asking or should be asking?
2. What questions are typically asked in your staff meetings?
3. What questions would you like to have answers to?
4. What is the most difficult question you have ever been asked, and how did you respond to it?
5. What is the most difficult question you have ever asked? How was it answered?
6. What questions have you asked that led directly to the solution of a problem?
Questions Employees Are Often Asked
1. What would you do if you were in charge of this organization?
2. How can we serve our customers better?
3. What do you like best about your work?
4. How could teamwork be improved?
5. What can managers do to foster creativity?
6. What benchmarking have you done in the last six months?
7. In what ways have you demonstrated leadership?
8. What does the perfect workplace look like?
9. How can stress in the workplace be reduced?
10. How can we prepare for the future?
11. What are we doing that we shouldn’t be doing?
12. What are we not doing that we should be doing?
13. How do you juggle multiple priorities?
14. How can we become one of the “world-class” competitors?
15. What is your philosophy regarding work?
16. How can we serve our community better?
17. How can we deepen our trust within the company?
18. How can we improve our communication processes?
19. What decision-making style do you admire?
20. How are problems typically solved in your work unit?
21. What is being done to ensure quality in the goods/services you provide?
22. Would you want a promotion? Why or why not?
23. What workplace myths have you encountered?