{"id":13538,"date":"2023-03-23T07:00:19","date_gmt":"2023-03-23T11:00:19","guid":{"rendered":"https:\/\/mgrush.com\/blog\/?p=13538"},"modified":"2026-04-21T12:54:09","modified_gmt":"2026-04-21T16:54:09","slug":"how-to-develop-questions","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/how-to-develop-questions\/","title":{"rendered":"How To Develop Questions that Lead to Better Meetings (Three Proven Methods Including the Perspectives Tool)"},"content":{"rendered":"<h2>We&#8217;ve spoken about the <strong><span style=\"color: #035993;\"><a style=\"color: #035993;\" href=\"https:\/\/mgrush.com\/blog\/power-of-questions\/\" target=\"_blank\" rel=\"noopener\">power of questions<\/a><\/span>.<\/strong> But while you know the right questions <em>(in the right order)<\/em> can lead to answers that stimulate learning, the exchange of ideas, and fuel innovation and performance improvement&#8211;<strong><em>HOW<\/em><em>\u00a0do you develop these questions?<\/em><\/strong><\/h2>\n<h2>Below we offer up three proven methods for developing questions that include <span style=\"color: #035993;\">conversations<\/span>, <span style=\"color: #f16334;\">brainstorming<\/span>, and <span style=\"color: #035993;\">changing perspectives<\/span>. Questions, that when applied properly, ensure <i>Meetings That Get Results<\/i>.<\/h2>\n<h3><span style=\"text-decoration: underline;\"><span style=\"color: #035992;\"><b>CONVERSATIONS<\/b><\/span><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\"><a href=\"https:\/\/mgrush.com\/blog\/how-to-develop-questions\/\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-13544\" title=\"Malang, Indonesia: September 2nd, 2021: Albert Einstein line art portrait vector illustration template. Historical people for education. Eps10. Editorial\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2023\/03\/EinsteinQuestions2.jpg\" alt=\"How To Develop Questions that Lead to Better Meetings (Three Proven Methods)\" width=\"500\" height=\"354\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2023\/03\/EinsteinQuestions2.jpg 500w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2023\/03\/EinsteinQuestions2-480x340.jpg 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 500px, 100vw\" \/><\/a><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">The quickest and simplest method of developing questions relies on having conversations with others, especially your meeting participants.<span class=\"Apple-converted-space\">\u00a0 <\/span>Develop a list of questions that all stakeholders would like to answer by asking them what questions they would like to answer. Our conversations are considered CONFIDENTIAL so that no one is at risk when \u2018speaking their mind.\u2019<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Use the following set of stress-tested questions to use during conversations with potential workshop participants, before the session. They are open-ended, precise, and optimally sequenced.<\/span><\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">&#8220;What do you expect from the session?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;What will make the workshop a complete failure?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;What should the output look like?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;What problems do you foresee?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;Who should attend the workshop? Who should not? Why?\u201d<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;What is going to be our biggest obstacle?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b>\u201cWhat questions do you think we should answer?\u201d<\/b><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b>\u201cWhat should I have asked that I didn\u2019t ask?\u201d<\/b><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h4><b>Example<\/b><\/h4>\n<p><span style=\"font-size: 14pt;\">During our preparation phase, we conducted conversations with meeting participants from a nationally recognized and respected client. After the conversations concluded and duplications were eliminated we developed a list of 39 discrete questions participants were hoping to answer throughout a two-day workshop.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">By working with the executive sponsor (e.g., product owner), we developed nine distinct questions that needed to be answered during the workshop, in addition to standard activities like <i>Introduction<\/i>, <i>Updates<\/i>, and <i>Conclusion<\/i>. By distributing a <i>Participant\u2019s Package<\/i> in advance, we were able to manage expectations. We shared the final questions that would be addressed while letting them know that other questions they raised would not be answered within the two-day timeframe.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">The driving question for the session was to determine what could be done to improve client penetration. But we viewed that question as too broad and difficult to answer. The answers would be unstructured and difficult to prevent scope creep. Yet, from conversations in advance, we began to sense how \u2018improving client penetration\u201d (Y) was a function of many (Xs).<\/span><\/p>\n<h4>Nine Stakeholder-Driven Questions<\/h4>\n<p><span style=\"font-size: 14pt;\">Here are nine of the major questions that our conversations yielded:<\/span><\/p>\n<ol>\n<li><span style=\"font-size: 14pt;\">What can we do to improve insights on where clients need to improve? In response, what steps should both we and they take?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What can we do to improve the quality of our presentation deck as a pre-read, presentation support, or as a stand-alone, leave-behind document?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What can we do to improve client engagement and satisfaction during our presentation of insights and recommendations?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What should we do to demonstrate the impact of improvements in customer experience on business results for individual clients?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What is required to illustrate the impact of customer experience on stockholder value?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What needs to be done to develop an approach for prioritizing clients with the highest potential for additional sales?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What might a model of client interaction look like before, during, and after the presentation?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What model might create thought leadership content for multi-channel distribution that identifies urgent and pervasive issues, risks\/rewards of not taking\/ taking action, and solutions?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What should we do to create written stories that increase the perception of our expertise and solutions?<\/span><\/li>\n<\/ol>\n<h3><span style=\"text-decoration: underline;\"><span style=\"color: #f16334;\"><b>BRAINSTORMING FOR QUESTIONS<\/b><\/span><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">Hal Gregerson, Executive Director of the MIT Leadership Center and co-author of \u201cThe Innovator\u2019s DNA\u201d and four other books has his clients focus on questions for breakthrough insights.<\/span><\/p>\n<blockquote><p><span style=\"font-size: 14pt;\">\u201cBrainstorming for questions rather than answers makes it easier to push past cognitive biases and venture into uncharted territory.\u201d<\/span><\/p><\/blockquote>\n<h4><span style=\"font-size: 14pt;\">Staging<\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">Gregerson suggests a straightforward three-step approach that supports the tri-part approach we\u2019ve always advised; i.e., diverge, analyze, and converge. Once a challenge has been identified and articulated, he suggests setting the stage with a heterogeneous group that offers unique perspectives.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\">Ideating<\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">Leverage the various perspectives using at least two of our <a href=\"https:\/\/mgrush.com\/blog\/ground-rules\/\" target=\"_blank\" rel=\"noopener\"><i>Ground Rules<\/i> of <i>Ideation<\/i><\/a>, namely high energy and no discussion. Stress the latter to provide highly effective facilitation. Do NOT be the first one to violate the rule of no discussion by asking for clarification or additional information when you are in the listing or ideation mode.<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Don\u2019t forget to enforce the rules for all other participants as well. Stick to verbatim for the time being, that will probably not exceed six to eight minutes. Enforce participant contributions to come in the form of questions and prohibit answers and ALL discussion during this step. Do not permit framing or justifying the questions during the ideation mode. Strictly enforce contributions that are provided exclusively as questions.<\/span><\/p>\n<h4>Encouraging<\/h4>\n<p><span style=\"font-size: 14pt;\">Experience shows that not all questions offer equal value, therefore encourage participants with principles such as:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">Suggest divergent thinking by assigning different perspectives (more on this in the next section)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Ask for open-ended questions keeping in mind that shorter may be better, but eventually understand that complex questions will yield richer insight than simple questions<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Encourage speculative questions (e.g., What might be?\u201d) rather than simple descriptive questions (e.g., \u201cWhat\u2019s working?\u201d)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Strive for evidence-based angles meaning facts, examples, and objective characteristics rather than accusatory or based on WHO rather than WHAT<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Remove fear and any sense of reprisal, providing permission to speak freely<\/span><\/li>\n<\/ul>\n<h4><span style=\"font-size: 14pt;\">Analyzing<\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">Facilitative tools that help sharpen the questions rely on challenging participants to make their thinking clear. Consider the <a href=\"https:\/\/kanbanize.com\/lean-management\/improvement\/5-whys-analysis-tool\" target=\"_blank\" rel=\"noopener\"><i>Five WHYs<\/i><\/a> and <a href=\"https:\/\/mgrush.com\/blog\/creativity-tool\/\" target=\"_blank\" rel=\"noopener\"><i>SCAMPER<\/i><\/a> as immediate and appropriate challenges.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\">Keep your challenges focused on the WHY, WHAT, and HOW by de-emphasizing or prohibiting input about WHO, WHEN, and WHERE. Generously challenge modifiers such as adjectives and adverbs with the two best challenge questions:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">What is the unit of measurement of ________________ ?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">To what extent does ______________________________ ?<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Consider multiple rounds by using the Perspectives approach explained in the next section. Remember that when a group is in the ideation phase, it is important to elicit ideas from all members of the group.<span class=\"Apple-converted-space\">\u00a0 <\/span>Additionally, consider using break-out groups and mixing them up from round to round.<\/span><\/p>\n<h4>Testing<\/h4>\n<p><span style=\"font-size: 14pt;\">Here are some questions you might ask yourself as you develop powerful questions. They are modified from research done by the Public Conversations Project, a group that helps create constructive dialogue on divisive public issues (Adapted from <a href=\"https:\/\/www.sallyannroth.com\/bio.html\" target=\"_blank\" rel=\"noopener\">Sally Ann Roth Public Conversations Project<\/a> c. 1998)<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">Is this question genuine\u2014a question to which we don\u2019t know the answer?<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">To what extent is this question relevant to the real work of the people who will be exploring it?<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What assumptions or beliefs are reflected in the way this question is worded?<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">To what extent is this question likely to invite fresh thinking\/ feeling? Is it familiar enough to be recognizable and relevant\u2014yet different enough to demand a new response?<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">To what extent will this question generate hope, imagination, engagement, creative action, and new possibilities rather than increase a focus on past problems and obstacles?<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">What \u201cwork\u201d do we want this question to do? What type of conversation, meanings, and feelings will be evoked by those exploring it?<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">To what extent does this question leave room for new and different questions to be raised as the initial question is explored?<\/span><\/li>\n<\/ul>\n<h3><span style=\"text-decoration: underline;\"><span style=\"color: #035992;\"><b>CHANGE PERSPECTIVES<\/b><\/span><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">In addition to <i>Conversations<\/i> and <i>Brainstorming<\/i>, <i>Change Perspectives<\/i> to develop sharper questions. To prevent or refine questions that are too broad (e.g., \u201cHow do we solve global hunger?\u201d), carefully manage the scope of the question. We can more easily develop solutions for hunger among children in coastal Somalia than addressing all of humanity at once. The following is based on the Perspectives Tool found in Chapter Eight of <a href=\"https:\/\/www.penguinrandomhouse.com\/books\/669173\/meetings-that-get-results-by-terrence-metz\/\" target=\"_blank\" rel=\"noopener\"><i>Meetings that Get Results<\/i><\/a>.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><b><i>Perspectives Tool<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/b><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">This approach to building questions is remarkably powerful and severely underused. When you ask your participants to \u201cwalk in someone else\u2019s shoes\u201d by embracing a new perspective, you stimulate participants to change their point of view. More perspectives create more ideas, and more ideas drive decision quality.<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">The inputs provided by shifting perspectives are not necessarily definitive. By challenging and exploring them, we can surface questions and problems that were not previously considered.<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">You may ask individuals or <i><a href=\"https:\/\/mgrush.com\/blog\/team-building\/\" target=\"_blank\" rel=\"noopener\">Breakout<\/a> Teams <\/i>(Chapter 6) to take on new perspectives. I\u2019ve personally witnessed remarkable success using two specific <i>Breakout Teams: <\/i>monasteries and organized crime (it can be like night and day). I\u2019m also aware of alumni who love contrasting the Apple, Linux, and Microsoft perspectives.<\/span><\/p>\n<h5><b>BREAK OUT TEAMS PERSPECTIVES<span class=\"Apple-converted-space\">\u00a0<\/span><\/b><\/h5>\n<ul>\n<li><span style=\"font-size: 14pt;\">WW_D: What Would <img decoding=\"async\" src=\"data:image\/png;base64,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\" alt=\"pastedGraphic.png\" \/>Do? Insert analogs of famous people, organizations, or teams. Ask, \u201cWhat questions would be asked from the perspective of ?\u201d (fill in the blank using one of the items found later in this section).<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Use <i>Breakout Teams <\/i>to develop questions contrasted with other specific points of view, such as the following:<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">A college or university compared with the military-industrial complex<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">A monastery compared with the Mafia or organized crime<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Bill Gates (or Microsoft) compared with Steve Jobs (or Apple)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Jeff Bezos (Amazon), Sergey Brin (Google), or Mark Zuckerberg (Meta)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Genghis Khan (warlike) compared with Mohandas Gandhi (peaceful)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Or create your own based on driving forces in your situation, such as antifragile technology (gets stronger), ants (collaborative), Drake or Lizzo (unrepresented voices), or weather (unpredictable yet returns to homeostasis)<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\"><em>NOTE<\/em>: Use any of the perspectives suggested or make up your perspectives to help participants focus their input from a specific point of view.<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/p>\n<h5><b>INDIVIDUAL (OR TEAM PERSPECTIVES)<\/b><\/h5>\n<p><span style=\"font-size: 14pt;\">The 6-M\u2019s, 7-P\u2019s, or 5-S\u2019s are frequently used as the main \u201cbones\u201d in an Ishikawa diagram. Take and choose from among the following 30 perspectives that are most germane and compelling to your situation to develop sharper questions, namely, what should be asked from each perspective? Take only the most pertinent perspectives related to your situation. For example, asking about machines may be irrelevant to a policy consulting firm, or packaging irrelevant to an organization that provides only services.<\/span><\/p>\n<h6><span style=\"font-size: 14pt;\"><b>The 6-M\u2019s perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/b><\/span><\/h6>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Machines<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Manpower<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Materials<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Measurements<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Methods<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Mother Nature<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h6><span style=\"font-size: 14pt;\"><b>The 7-P\u2019s perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/b><\/span><\/h6>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Packaging<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Place<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Policies<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Positioning<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Price<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Procedure<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Promotion<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h6><span style=\"font-size: 14pt;\"><b>The 5-S\u2019s perspectives:<\/b><\/span><\/h6>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Safety<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Skills<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Suppliers<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Surroundings<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Systems<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h5><span style=\"font-size: 14pt;\"><b>Perspectives (trends) from the World Future Society<\/b><\/span><\/h5>\n<ul>\n<li>\n<h6><span style=\"font-size: 14pt;\"><i>Demographic perspectives:<\/i><\/span><\/h6>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Family composition<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Public health issues<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Specific population groups (and so on)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li>\n<h6><span style=\"font-size: 14pt;\"><i>Economic perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/h6>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Business<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Careers<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Finance<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Management<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><i><\/i>Employment (and so on)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li>\n<h6><span style=\"font-size: 14pt;\"><i>Environmental perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/h6>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\"><i><\/i><i>Ecosystems<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Habitats<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Resources<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><i><\/i>Species (and so on)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li>\n<h6><span style=\"font-size: 14pt;\"><i>Governmental perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/h6>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Laws<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Politics<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Public policy<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">World affairs (and so on)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li>\n<h6><span style=\"font-size: 14pt;\"><i>Societal perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/h6>\n<\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Culture<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Education<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Leisure<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Lifestyle<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Religion<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><i><\/i>Values (and so on)<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li><span style=\"font-size: 14pt;\"><i>Technological perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/i><\/span><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><span style=\"font-size: 14pt;\">Discoveries and effects<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Innovation and effects<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Science and effects (and so on)<span class=\"Apple-converted-space\">\u00a0<\/span><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h5><span style=\"font-size: 14pt;\"><b>Six value or utility lever perspectives:<span class=\"Apple-converted-space\">\u00a0<\/span><\/b><\/span><\/h5>\n<ul>\n<li><span style=\"font-size: 14pt;\">Convenience<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Customer productivity<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Environmental friendliness<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Fun and image<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Risk<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Simplicity<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">By shaping your questions around the most appropriate of these 37 Perspectives, you are assured of narrowing scope creep and minimizing wasted time in your meetings.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center;\"><span style=\"color: #000080;\"><strong><span style=\"font-size: 14pt;\">In a world where everyone can engage in decisions that affect them<\/span><\/strong><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<h3><span style=\"font-size: 14pt;\"><b>Lead the Change\u2014One Meeting at a Time<\/b><b><\/b><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n<p><span style=\"font-size: 14pt;\"><b>True meeting leadership goes beyond setting an agenda.<\/b> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\"><b>Professional Meeting Leadership Workshop<\/b><\/a> and facilitation training equips you to do just that\u2014blending <b>human-centric methods<\/b> with <b>structured analytical tools<\/b> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Practice live.<\/b><b><\/b><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Get expert feedback.<\/b><b><\/b><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><b><\/b><b>Build confidence that lasts.<\/b><b><\/b><\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Whether your meetings suffer from unclear objectives, disengaged participants, or decision fatigue, this workshop will help you <b>identify the root causes<\/b>, <b>apply proven facilitation techniques<\/b>, and <b>emerge as the leader every team needs<\/b>.<\/span><\/p>\n<p><span style=\"font-size: 14pt;\"><b>Take the first step today\u2014transform your meetings and magnify your impact.<\/b><b><\/b><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"font-size: 14pt;\">\ud83d\udc49 <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\"><b>Click here to reserve your seat now.<\/b><b><\/b><\/a><\/span><\/p>\n<p style=\"text-align: center;\"><span style=\"font-size: 14pt;\"><span style=\"font-size: 8pt;\"><i>#facilitationtraining #meetingdesign<\/i><\/span><i><\/i><\/span><\/p>\n<h3 style=\"text-align: center;\"><span style=\"font-size: 14pt;\"><b>Because every meeting should be a catalyst for change\u2014not just another calendar event.<\/b><\/span><b><\/b><\/h3>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<h4><span style=\"font-size: 14pt;\">With Bookmarks no longer a feature in WordPress, we provide the following for your benefit and reference.<\/span><\/h4>\n<ul>\n<li><span style=\"font-size: 14pt;\">20 Prioritization Techniques = <a href=\"https:\/\/foldingburritos.com\/product-prioritization-techniques\/\">https:\/\/foldingburritos.com\/product-prioritization-techniques\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Creativity Techniques = <a href=\"https:\/\/www.mycoted.com\/Category:Creativity_Techniques\">https:\/\/www.mycoted.com\/Category:Creativity_Techniques<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Facilitation Training Calendar = <a href=\"https:\/\/mgrush.com\/public-facilitation-training-calendar\/\">https:\/\/mgrush.com\/public-facilitation-training-calendar\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Liberating Structures = <a href=\"http:\/\/www.liberatingstructures.com\/ls-menu\">http:\/\/www.liberatingstructures.com\/ls-menu<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Management Methods = <a href=\"https:\/\/www.valuebasedmanagement.net\/\">https:\/\/www.valuebasedmanagement.net<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Newseum = https:\/\/www.freedomforum.org\/todaysfrontpages\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">People Search = <a href=\"https:\/\/pudding.cool\/2019\/05\/people-map\/\">https:\/\/pudding.cool\/2019\/05\/people-map\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Project Gutenberg = http:\/\/www.gutenberg.org\/wiki\/Main_Page<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Scrum Events Agendas = <a href=\"https:\/\/mgrush.com\/blog\/scrum-facilitation\/\">https:\/\/mgrush.com\/blog\/scrum-facilitation\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Speed test = <a href=\"https:\/\/www.speedtest.net\/result\/8715401342\">https:\/\/www.speedtest.net\/result\/8715401342<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Teleconference call = <a href=\"https:\/\/youtu.be\/DYu_bGbZiiQ\">https:\/\/youtu.be\/DYu_bGbZiiQ<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">The Size of Space = https:\/\/neal.fun\/size-of-space\/<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Thiagi\/ 400 ready-to-use training games = <a href=\"http:\/\/thiagi.net\/archive\/www\/games.html\">http:\/\/thiagi.net\/archive\/www\/games.html<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Visualization methods = <a href=\"http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html\">http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html#<\/a><\/span><\/li>\n<\/ul>\n<p style=\"text-align: center;\"><span style=\"color: #ff0000;\"><b>______<\/b><\/span><\/p>\n<h4 style=\"text-align: center;\"><\/h4>\n","protected":false},"excerpt":{"rendered":"<p>We&#8217;ve spoken about the power of questions. But while you know the right questions (in the right order) can lead to answers that stimulate learning, the exchange of ideas, and fuel innovation and performance improvement&#8211;HOW\u00a0do you develop these questions? Below we offer up three proven methods for developing questions that include conversations, brainstorming, and changing [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":13544,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_wp_convertkit_post_meta":{"form":"-1","landing_page":"","tag":"0","restrict_content":"0"},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[453185952,55884429,453185955],"tags":[193933,15582,453192557,453191030,453192174,453190647,453192554,453192173,453190630,453190685,453192128,453192352,453192175,453192556,1364853,208811033,67714808,453192555],"class_list":["post-13538","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-facilitation-skills","category-meeting-support","category-meeting-tools","tag-albert-einstein","tag-brainstorming","tag-conversation-project","tag-decision-quality","tag-developing-questions","tag-facilitate-innovation","tag-hal-gregerson","tag-how-to-ask-the-right-questions","tag-innovation","tag-meeting-preparation","tag-meetings-that-get-results","tag-perspectives","tag-questions","tag-sally-ann-roth","tag-scope-creep","tag-structured-facilitation","tag-structured-meetings","tag-the-innovators-dna"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>How To Develop Questions that Lead to Better Meetings<\/title>\n<meta name=\"description\" content=\"How do you develop questions that lead to better meetings? 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