Move from “know it all” to “learn it all” : The Art & Magic of Asking Questions

Often we evaluate the effectiveness of a project manager or principal by how much they know about a project, client, or issue.  We expect them to be up-to-speed, invisibly and magically knowing all – and making decisions based on that omni-knowledge. 

But we might take a new, fresh approach to evaluating level of knowledge, based instead on how effectively this decision-maker becomes informed.  Key information does not just surface from unstructured conversation or some vague questions such as “how’s the project going?”  or “what do you know about this client?”  Quality information results from asking quality questions.  Project managers and principals need to sharpen their skills in the art & magic of asking questions^sm

The “art” of asking questions is in knowing what question structure to use with which personality type.  The “magic” is in phrasing each questions so you get the results you seek.  Here are the basic guidelines:

1.    When you want fast information in “survey” form to gather facts that can make statements, proof, or statistics, ask a yes/no question.  The only answer you want here is yes or no.

a.    Examples:  did the project get permitted on time?  Are the safety precautions in place?  Have the engineers and construction manager been informed?

2.    When you need specific details, not explanations, that result in hard facts, ask a “what”, “when”, “who”, “where”, or “how many” question.  The result is not intended to be a discussion, but rather a discreet bit of information.  The only answer you want with this type of question is the fact.

a.    Examples:  How many change orders did you have to process yesterday?  Where will the next team meeting take place?  What are you likely to find when you arrive at the job site? 

3.    Perhaps you need to be informed quickly on a topic/project/issue.  Perhaps you have little or no background on a situation and yet you are expected to be knowledgeable.  Perhaps you need to know how to prepare a proposal but don’t have all the pertinent information.  In cases where you need to allow the other person to educate you, ask open questions that encourage the other person to do the talking.  These questions begin with “how”, “why”, “tell me about”, “please describe”. 

Here’s the magic:  the way you ask the question will determine the reply you receive.  So if, instead of needing facts, you need explanations and discussion, you would ask the same content with a different question structure.  The best choice of structure reflects what you need to know. 

Examples:

1.    Survey info gathering = yes/no:

Did you process any change orders yesterday?

Fact seeking = need discreet bit of information:

How many change orders did you have to process yesterday?

Background/information seeking = need explanation = open question :

Why did you have to process change orders yesterday?

2.   Sometimes you will need to set-the-stage before you want to ask the discussion question.  In that case, you “lead-in” to the question with what you know or your clarification.  This helps frame the question for the respondent.

Survey info gathering = yes/no:

Are the maximum safety precautions in place?

Fact seeking = need specific bits of information:

Which safety precautions are in place?

Background/information seeking:

How will the safety precautions you put in place maximize safe conditions for the neighbors?

Lead-in/clarification:

I heard of recent incidents with kids climbing the construction fences at night.  The Daily Gazette had a story on page 4 last Thursday.   We have the finest safety record of any firm in the region.  The police chief has some concerns and we need to put those concerns to rest.  How will the safety precautions you put in place maximize safe conditions for the neighbors?

The key way to “know it all” is to ask for information.  Asking specifically structured questions will affect the level of information you receive.  It is not enough to just ask -- ask with intention.

   

From the BIM-pit: Getting it Right!

Presenting ideas effectively is a valued skill, one which affects the success of every business interaction.  Whether you are presenting design ideas to clients or policy to staff, you are best able to move them to make a decision, to take action, or to remember key information if you remember to: focus their attention, use their time productively, and present remarks concisely.

Design meetings require particular attention to precision in communication because of the need for time efficiency and the focus for decision-making.  Design presentations using BIM require an intentional approach, customized specifically for the blend of media and materials and person-power in the room.

In the BIM-pit, there is a particular meeting structure that works efficiently, fosters solid understanding, and reduces frustration for all parties.  BIM tends to put the focus of meetings on the technology – with the “wow” factor taking center stage.  Eclipsed by “techy” vocabulary and the images on the screen, the ability to make decisions is getting clouded. 

Think of the BIM meeting in module format:

1.    Establish a common vocabulary. The world of BIM has its own lingo, and it is not quite standardized.  Phrases and descriptors are invented to explain what the technology makes possible. Clients are likely not up-to-speed with this terminology, so don’t assume they will be able to understand what you or your BIM tech are talking about.  Best to prepare and distribute your firm’s own glossary so you can build a common vocabulary. 

2.    Confirm understanding.  At the outset of the design meeting using BIM, make sure each decision-maker can paraphrase the issue and the project’s progress to date. This is best done in seemingly casual conversation without the use of any technology.  

3.    Explore options first in conversation, then introduce the model.

Take the time to create rapport, chemistry and understanding by discussing ideas, design approaches, issues with conversation and perhaps boards or hand outs.

4.   Introduce the model before you show it.  Explain in simple, direct language what the animation will be demonstrating.  Explain in advance what people in the room will see and what elements to look for.

5.  View in silence. Play the animation after the explanation.
It's helpful not to talk over the animation so
viewers can concentrate best without being
distracted by ongoing narration. If you need to explain more, stop the animation. 

 

6.     Make the decision face-to-face. When it comes to making the decision as to how to proceed, turn off the animation, turn on the lights, and have a fact-to-face conversation, complete with eye contact and paper-&-pencil note-taking.  

A meeting in which the BIM image dominates the room and steals attention must not take precedence over valuable interchanges among meeting participants. Because the model is only a technology tool, using BIM
requires that you foster a meeting process that encourages effective information exchange.