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 questionssm
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.
