Asking questions facilitates information exchange, increases interpersonal liking by showing empathy and interest, and enhances persuasion by understanding the other party's needs. These benefits are often underestimated.
People don't intuitively connect question-asking with outcomes like increased liking, persuasion, or information exchange, leading to fewer questions being asked despite their abundant benefits.
In competitive scenarios, structuring questions to make it easy for the other party to disclose sensitive information can be effective. For example, asking pessimistically (e.g., 'You might be late, right?') makes it easier for the other party to confirm the truth.
Open-ended questions are ideal for brainstorming or understanding someone's interests, while closed questions are better for competitive situations where the goal is to extract specific, truthful information.
Follow-up questions demonstrate active listening, show care, and encourage further disclosure, making the asker appear empathetic and intelligent. They are almost always beneficial in conversations.
In competitive situations where the goal is information elicitation, starting with the most sensitive questions can lead to greater disclosure. However, in cooperative environments aimed at building relationships, easing into sensitive topics is more effective.
A casual, nonchalant tone can make sensitive questions easier for the other party to answer, reducing their discomfort and increasing the likelihood of truthful disclosure.
In groups, dynamics can be influenced by factors like gender, age, and status. Dominant personalities may dominate the conversation, potentially neglecting diverse perspectives. Breaking norms by asking questions can be engaging but risky.
Managers should anticipate potential difficult questions, prepare concise responses, and practice dodging or deflecting if necessary. Humor and honesty can also be effective strategies in such situations.
Listening enables better question-asking by allowing the asker to understand the context and follow up appropriately. It also helps in answering questions effectively, as it shows genuine interest and engagement.
Asking questions is a powerful way to build trust, exchange ideas, and unlock value in organizations. And it is a skill that can be honed to make work conversations more productive, say Leslie K. John and Alison Wood Brooks, professors at Harvard Business School. In this classic episode, they join former host Sarah Green Carmichael to talk through insights from behavioral science research. They share techniques to adjust the frame, tone, and type of questions to improve results—whether you’re looking to get information, find solutions, or just get someone to like you. Brooks and John wrote the article “The Surprising Power of Questions” in the May–June 2018 issue of Harvard Business Review.