“Ability to ask questions” to improve the quality of problem solving

1. What is the ability to ask questions?

1.1 Value created by the ability to ask questions

There are many skills that are indispensable as a business person, but insight and the ability to execute are especially important in challenging situations. Insight is the ability to see the essence of things and discover new possibilities. Even if you are stuck, by demonstrating your insight, you will be able to see a path to break through the blockage and make a leap forward. Execution, on the other hand, is the ability to translate insights into concrete actions. Through trial and error, you can produce tangible results by persisting.

Insight and execution complement each other. Even if you have great insight and can see the path, you will not be able to achieve results unless you move forward based on your ability to execute. On the other hand, even if you have the ability to execute, if you do not have insight, you will end up repeating actions that do not bring you closer to achieving the goal that is not at the core. In order to achieve more results in the business world, it is necessary to develop a good balance between these two capabilities.

However, among these two powers, the abstract ability of insight is rarely talked about in concrete ways to improve skills. It can even be dismissed with words like "sense" and "inspiration."

Therefore, I would like to focus on the "ability to ask questions," which is the source of insight. By training this power, you will be able to freely manipulate the abstraction of things and see the world from a different perspective. The importance of the ability to ask questions has been pointed out by various stakeholders, for example, in the results of a study of 72 entrepreneurs, including Amazon founder Jeff Bezos, and 310 executives / senior managers of companies, "increase work efficiency and productivity" and "generate new ideas" There are voices that say.

In this article, we will explain how to train the "ability to ask questions", which is important for dramatically improving your performance as a business person.

1.2 The type of question leads to the direction of thought and action

When asking questions, we have three main options.

1. Increasing the Abstraction to Get the Big Picture: Example "Why"
2. Lowering the level of abstraction and exploring concrete measures: e.g. "How"
3. Changing assumptions and discovering new possibilities: e.g. "What if"

Figure 1: Three main types of questions

Let's take a look at a real case. A company's 10-year-old sales of long-selling products began to decline due to changing customer needs. Faced with this problem, the three members ask different questions.

• Mr. Ichinose: "Why did customer needs suddenly start to change? ☹）」
• Mr. Ninomiya: "How can we respond to the changed needs? ☹）」
• Mr. Miyake: "What if the change in needs is a new opportunity? ☺）」

It is important to note that the questions you ask will greatly affect the direction of your subsequent actions and solutions. The type of question you ask is the starting point for everything.

(1) Increase the level of abstraction and look at the big picture: "Why? (why)」
Mr. Ichinose's question, "Why have needs changed?" is a perspective that raises the level of abstraction of thinking and grasps the situation from a broad perspective. This question leads to a hypothesis in a broader context, such as whether customers' lifestyles and social trends are changing.

(2) Lowering the level of abstraction and making it concrete: "How can I do it?" (how)」
On the other hand, Mr. Ninomiya asked, "How can we deal with it? The question "(how)" is likely to lead to specific actions such as "let's develop a new product" or "let's double our advertising budget."

(3) Change the premise: "what if"
And by asking, "What if changing needs is a new business opportunity?", Mr. Miyake transforms the implicit assumption that "change in needs = crisis" into a positive one. The idea of turning a pinch into an opportunity may lead to an idea for the next best-selling product.

If you can ask questions from such a variety of perspectives, you will have a wider range of options. For example, in innovation and design thinking methods, "How might we?" What if this was △△? （what if〜?）」 Emphasis is placed on expanding options by asking questions such as.

Conversely, if you can only ask a limited number of questions, your possibilities for action will be narrowed. If you're looking to increase sales of a product, ask yourself, "How can I make this product more sellable online?" Suppose you can only ask a specific question. This creates the risk of ignoring the effectiveness of in-person selling.

It's not a bad thing to ask specific questions. The problem is that we get caught up in the specificity of it and can't ask questions from a different angle. It is important to develop the ability to freely ask questions from various perspectives, that is, to raise questions.

1.3 Challenges in enhancing the ability to ask questions

The ability to ask questions is directly linked to improving work performance, but there are some challenges when it comes to improving that ability. One is that unless you are a professional such as a counselor, you will always ask yourself, "What kind of questions should I ask effectively?" and "If I were to ask another type of question, what would it be?" There are few opportunities to think about it intentionally. For many people, questioning the quality of questions is not a daily habit.

More specifically, in our daily work, we ask ourselves, "Why do I need this job?" What if there is another way?" It is related to the fact that there is little need to ask. For example, if you're tasked with preparing documents for next week's deadline, the question you might ask is, "How can I get the documents done efficiently?" (how)". Since the focus is on questions to accomplish the task at hand, it is difficult to come up with other ideas.

In this way, one of the major problems is that we have not acquired the habit of asking questions from a perspective other than making things concrete. As a result, many teams and organizations that embrace approaches like innovation and design thinking fail to deliver real impact. As a result, it is easy for a "mismatch of skills and tools" and a "vicious cycle" to occur in the following flow.

Fig. 2 Mismatch problem between skills and tools

The essence of the problem lies in the fact that the ability to ask questions from a broad perspective and different perspectives is underdeveloped. Of course, it is also very important to think concretely. However, if you lack the ability to ask questions from diverse perspectives, you will not be able to gain insight and open up new possibilities.

In order to avoid such problems, it is necessary not only to introduce and use the tool, but also to improve the basic "ability to ask questions" on the part of the tool user.

1.4 Developing the Ability to Ask Questions: The Structure of This Article

In this article, we will show you how to systematically train the ability to ask questions, which is essential for improving the performance of business people. Section 2 explains the three skills that are important for questioning: observation, verbalization, and perspective manipulation. Section 3 details the Why-How Ladder, a tool that puts these skills into practice. We hope that this article will deepen your understanding of the "power of questioning" and provide you with an opportunity to improve your work performance.

2. Three skills that make up the ability to ask questions

There are three basic abilities of the ability to ask questions. One is the ability to observe. Every day, we are surrounded by various facts and phenomena. However, in order to discern the truly important information from among them, a keen eye for observation is indispensable. Like a detective, he sharpens his senses and meticulously gathers facts. Only then can we get to the heart of the matter.

The second skill is verbalization. Ability to express observations in appropriate words. It is the key to capturing the essence of the problem. Explain complex phenomena in plain language. Replace abstract concepts with concrete images. By doing so, you will be able to clearly share the essence of the problem with those around you.

The third skill is "viewpoint manipulation". The ability to rethink things from multiple perspectives. It is the driving force behind problem-solving breakthroughs. Abstract and look at things from a broader perspective, or concretize them to find solutions. Or find new possibilities based on different perspectives and assumptions. In doing so, we can understand things beyond the boundaries of stereotypes.

These three skills are the foundational elements of the job, but if each skill is low, it will lead to various failures.

1. Examples of Observation Failures:
When conducting market research for new product development, it is easy to focus only on the superficial needs and desires of customers and overlook the essential problems and deep needs behind them. You simply take a customer saying, "I want a faster smartphone," and quickly conclude that the faster the smartphone, the more it will sell.

2. Examples of verbalization failures:
The team shares their observations in unclear terms, which results in ambiguity in the purpose and direction of the project. For example, abstract expressions such as "fast" and "convenient" vary from person to person. As a result, it becomes unclear what we should aim for, specific goals, and other requirement definitions.

3. Example of failure of viewpoint operation:
The team sticks to existing solutions and approaches, rethinking problems within the traditional framework without exploring new perspectives and ideas. Because they are not aware of perspectives that dare to deviate from precedents and conventions, they miss innovative solutions and fail to differentiate themselves from their competitors.

Table 1 Points and failure examples of observation, verbalization, and viewpoint manipulation

In order to avoid the above mistakes, it is important to keep the points of each element explained below. In addition, if you do not have conscious training, everyone has areas of strength and weakness, such as "I am good at observation but not good at verbalization". By reading while thinking about what you are good at and where you have challenges, you will be able to see the direction of skill improvement.

2.1 Observation: Observe facts and phenomena in detail and gather information

The first step in problem solving is to develop a keen eye for observation. There is a myriad of information around us, and systematic observation is essential to discern the information we truly need.

First, let's gather a wide range of things that are likely to be relevant to the problem. For example, the site where the problem is occurring, the voice of the customer, the trends of other companies, the strengths and weaknesses of the company, etc. The process of observing and questioning is repetitive. Assuming there are omissions at first, list as many things as you can.

In order to get to the heart of the problem, it is important to select the right target. Consider and focus on a wide range of issues related to the issue, such as customers, competitors, your products and services, and industry trends.

Then, focus on the information you've gathered that you think is particularly relevant to your problem. That way, you'll have a clear idea of what to look into in detail. Narrowing down what you observe is not easy, but it is an important step in identifying the essence of the problem.

Next, perform an observation. The key here is to gather information, especially through the visual, auditory, and tactile senses.

• Vision: It is important to carefully observe the subject and not miss any detail. Pay attention to a variety of visual information, such as facial expressions, behaviors, surroundings, and the environment.
• Hearing: Listening to the conversations and statements of the people involved can help you understand the true meaning behind the problem. Choice of words, temperament, and silence can also be important sources of information.
• Haptics: By actually touching a product or service, you can gain a first-hand understanding of the experience of the person concerned or the customer. Usability, texture, durability, and other tactile information is valuable.

Through these multifaceted observations, we will be able to get closer to the essence of the problem. In order to improve the quality of observation, it is important to visit the site and face the subject while sharpening the five senses.

Finally, the information obtained from the observation is recorded and analyzed. Organize and visualize information in a variety of ways, including notes, sketches, photos, and videos. This will help you get a complete picture of the problem.

The key here is not to be bound by preconceived notions when observing and to maintain an unbiased perspective. To do this, keep the following points in mind.

1. Separate facts from opinions:
During observation, record only the facts, and make a separate note of your own opinions and interpretations. If you confuse facts and opinions, you will find that when you check them later, you will find that one
There is a risk that opinions will walk on their own as facts.

2. Incorporate multiple perspectives:
Listen to people from all walks of life involved in the issue and gather diverse perspectives. It is important not to place too much emphasis on your own point of view, thinking "this is how it should be," but to listen to different opinions and have a flexible attitude.

3. Hypothesis exploration rather than hypothesis testing:
It is important to have a hypothesis, but if you discard information that does not fit the hypothesis, the meaning of the survey will be diminished. Think of it as exploring a hypothesis rather than hypothesis testing, and focus on facts and discoveries that are different from what you expected.

In this way, by being aware of the separation of facts and opinions, the incorporation of diverse perspectives, and hypothesis exploration, we can make unbiased observations. Observation skills are honed through training. It is important to reflect on your observation habits on a daily basis and continue to make efforts to cultivate an objective perspective.

2.2 Verbalization: Expressing what you observe in appropriate words to capture the essence of the problem

The facts and findings gained from the observation need to be expressed in appropriate words. That is the skill of "verbalization". This process of verbalization makes it possible to clarify the essence of the problem and share it with others.

The first step in verbalization begins with expressing your observations in concrete terms. It is essential to verbalize based on facts, not abstract impressions. For example, let's say you have a problem with a production line that is experiencing a decline in productivity. With the vague expression "low productivity," it will be difficult to come up with concrete improvement measures. However, by using numerical values to concretely express that "the number of units produced per hour decreased by 15% compared to the previous month," the location of the problem becomes clear.

Next, it is important to further refine and concise what you have verbalized. Try to explain complex problems in plain language. It is important to choose words so that everyone can understand the essence of the problem, even if it does not use technical terms. In the previous example, by summarizing the problem in a concise and clear manner, such as "The main cause of low productivity is that the useful life of the equipment is close to the limit and the work procedure is inefficient," you can see the direction toward the solution.

Finally, it is necessary to share the verbalized content among the parties involved and deepen the discussion. By putting it into words, it can highlight the differences in individual perceptions. Overcoming these differences and forming a common understanding is essential for problem solving. In terms of productivity, by looking at the problem from the perspectives of frontline workers and management, and by repeating discussions, we may be able to see more substantial issues.

It is only through a careful verbalization process that the essential parts of the problem come to the fore and create a common ground on which the team can face the challenge. It can be said that it is an indispensable ability to accurately express one's thoughts and to be able to reliably convey one's intentions to others in meetings and business negotiations. On the other hand, if you can't verbalize it well, no matter how good your idea is, it won't be shared and put into practice.

It is only through this series of processes of expressing the facts obtained through observation in words, brushing up on the words, and repeating discussions, that the essence of the problem can be grasped. Achieving high-quality verbalization is a great foundation for asking good questions.

2.3 Viewpoint Manipulation: Rethinking Problems from Multiple Perspectives

The last important skill is perspective manipulation. If observation and verbalization are the processes of understanding and clarifying a problem, perspective manipulation is the process of changing the way we look at a problem. In order to break out of the shell of stereotypes and find new solutions, this perspective manipulation skill is indispensable.

The first step in perspective manipulation is to abstract the problem. Take a step back from the event at hand and reframe the problem in a larger context. For example, let's say a retailer is experiencing sluggish sales. Rather than focusing on the immediate problem of "sales are not growing," it is important to ask the fundamental question, "Why is sales important?" If we come to the realization that sales are just one of the indicators that measure value to customers, a more essential issue will emerge from the perspective of "increasing customer satisfaction."

Next, you are asked to reconcile the abstract problem. It is the work of incorporating problems that have been grasped at a high level into the actual situation on the ground. Using the previous example, you're asking yourself, "What do I need to do to make my customers happy?" By analyzing the results of customer surveys and observing customer behavior in your store, you may be able to identify specific ways to improve. Ideas such as "changing the layout to make it easier for first-time visitors to find products" or "improving the customer service skills of staff" will serve as a bridge to connect abstract problem awareness to real solutions.

And the secret of perspective manipulation is to actively incorporate perspectives from different fields. For example, to solve problems in the retail industry, we can borrow the perspective of a technology venture or an environmental NPO. In the case of a technology venture, "How can we extend the in-store experience to digital platforms?" and in the case of an environmental NPO, "How can we build a brand image as a store that is highly sustainable?" You may come up with ideas such as. In addition, referring to ideas from different industries in this way is called "analogous thinking" in design thinking.

By changing your perspective, you have the opportunity to find solutions that you may not have noticed before. For example, instead of thinking of customer dissatisfaction as just a "problem," rethink it as a "hint to understand their needs." You may come up with an idea for a new service to relieve your frustrations. By changing your perspective, you can greatly expand the possibilities of problem solving.

3. Practical Tool: Why-How Ladder

In Section 2, we introduced the three elements of the power of questioning. In this section 3, we'll take a closer look at the Why-How Ladder, an effective tool to develop those foundational skills in your daily work.

3.1. What is a Why-How Ladder: Moving back and forth between the essence of the problem and the specific solution

There are many approaches to improving your ability to ask questions, but one of the most basic and practical tools is the Why-How Ladder. This method is based on the "Why?" and "How? (how)." Cultivate a big-picture perspective by asking "Why?" and ask, "How?" By asking these questions, you can connect insights to concrete actions. This will help you develop a habit of thinking that flows seamlessly from conceptual to practical thinking.

You can think of Why-How Ladder as foundational training, that is, basic exercise, that is aimed at specific elements of the questioning process. Therefore, by using this tool as a starting point and superimposing other methodologies, you can cultivate the ability to ask sharp questions from multiple perspectives.

The real beauty of Why-How Ladder lies in its simplicity. "Why?" and "How?" By alternating the questions, you can quickly delve into the core problem while at the same time generating a workable solution.

For example, let's say you're faced with the challenge of increasing employee productivity. Asking "Why am I experiencing a slump in productivity?" may reveal underlying factors such as low motivation, skills shortages, and inefficient workflows.

Then, by shifting the focus to "How do I address issues like lack of motivation and skills shortages?" you can consider targeted interventions, such as assigning more meaningful work, strengthening training programs, and streamlining processes through digitalization.

Explore in "Why?" and "How?" By repeating this cycle, you can steadily move closer to a comprehensive and effective approach to problem solving. The Why-How Ladder empowers you to tackle complex challenges with a flexible attitude, always looking structurally at both the big picture and the important details.

3.2. Specific Process of Why-How Ladder

So, how do you actually use Why-How Ladder? Let's say your company is implementing a hybrid work system where you work remotely from home and occasionally come into the office. While working from home and in the office offers a lot of potential, it also presents challenges for workers to be happy and maintain performance. Now, let's use the Why-How Ladder.

Step 1: Set up your assignment
The first step in thinking about solutions is to set the question, "How can we achieve comfortable hybrid work?" as a challenge.

Step 2: Dig into the problem with "Why?"
Next, the question "Why?" asks why comfortable hybrid work is important. Then, at the root of this problem, you can verbalize more important issues for the company, such as employee well-being and satisfaction, and the sustainable growth of the organization through increased productivity.

Step 3: Think about specific measures with "How?"
Once you have a clear idea of the essence of the problem, it's time to ask "how?" and find a concrete solution. Be free to think and come up with ideas. By asking, "How can we make hybrid work more comfortable?", we can come up with a variety of measures, such as selecting the right software, optimizing communication tools for each department, and providing devices that meet the individual needs of employees.

Step 4: Repeat steps 2 and 3
In response to the new perspectives that emerged in steps 2 and 3, we asked "Why?" and "How?" and brush up on your ideas. If your perspective is too abstract or too specific, ask it again and again. This will help you get to the heart of the problem and come up with ideas that are more viable. In this work, the key is to go back and forth on the "ladder" repeatedly.

Step 5: Terminate the Process
There is no end to digging into problems and exploring solutions with Why-How Ladder. This begs the question, "When should I finish the process and move on?" This decision depends on the nature of the problem you are dealing with and the context of your organization, but there are several guidelines.

• The abstraction clarified the essence of the problem:
  • If the repeated question "Why?" reveals the root cause of the problem and the underlying issue, then you have captured the essence of the problem. If you can't get a new perspective by asking "why?" anymore, you decide that you've done enough to dig into the problem
• A viable solution was obtained by concretizing:
  • By asking "how?", the process is terminated once there are multiple concrete and feasible solutions. Organize your ideas, prioritize them, and move on to an action plan.
• New perspectives are no longer emerging:
  • If you're using Why-How Ladder and you feel like you're no longer getting any more new perspectives or solutions, it might be time to end the process. In particular, if the same discussion seems to be going around in circles over and over again, go back to the field to observe the site and get new information or come up with an action plan for the solution.
• Resource limits reached:
  • The Why-How Ladder is a useful tool, but our time and organizational resources are not infinite. In order to achieve the best results within the given time, it is also important to set a time from the beginning to use the tool to manipulate the viewpoint and move on.

Again, there is no clear metric that 100 out of 100 people would agree with. The decision to end the Why-How Ladder depends in part on experience and feeling, but first of all, let's discuss it as a team using the above reference points as a guide.

Figure 2 Example of Why-how Laddering when hybrid work is an awareness of the problem

With Why-How Ladder, you can stop and ask yourself "Why?" and "How?" It will be a practice to utter the words. It's a very simple tool, but it opens up new possibilities by revealing the essence of the problem.

3.3. 5 points to consider when practicing as a team

In addition, the Why-How Ladder is truly valuable when used by a team, not just by one person. This is because the intersection of diverse perspectives leads to deeper insights and fresh ideas. In addition, instilling Why-How Ladders across your team and organization can drive innovation and exponentially increase your problem-solving capabilities.

For example, when you're working on a new product, Why-How Ladder is powerful. By starting with the question, "Why do people need this product?" you can gain a deeper understanding of your customers' needs and market trends. From there, we can focus on creating competitive products by asking specific questions, such as "What functions can be incorporated to solve the customer's problems such as 〇〇 and △△?"

Let's say a team is struggling with a project deadline. Using the Why-How Ladder to constructively ask "Why did I miss the deadline?" may reveal root causes, such as poor communication between team members or resource allocation issues. In addition, "How can we improve communication?" and "How can we achieve optimal resource allocation?" By asking these questions, you will be able to derive a concrete solution.

When practicing Why-How Ladder with your team, keep the following four points in mind.

1. Creating an environment that fosters innovation
It is important to create an environment where psychological safety is ensured where everyone can speak freely. Create an atmosphere where everyone is equally able to express their opinions, regardless of rank or job title. In the absence of such an environment, asking "why" may be misinterpreted as attacking members depending on the topic, such as delays in deadlines. The leader plays the role of a facilitator who draws out the diverse perspectives of the members while creating a place to prevent such a situation from occurring. It is necessary to create an atmosphere that encourages flexible thinking without being too bound by preconceived notions. Also, don't forget to take appropriate breaks and incorporate a sense of playfulness into your discussions to encourage creativity.

2. Establish the habit of asking questions
It's important to practice Why-How Ladder not just once, but continuously. By instilling the habit of asking questions in your daily work, your team's problem-solving skills will steadily improve. We value the process of asking questions out loud, sharing a single question with the team, and sharing each other's thoughts. For example, when you make a business report, you can make it a habit with a little ingenuity, such as using a Why-How Ladder for the content of the report to make the whole picture easier to understand.

3. Visualization of discussions and open communication
Leverage whiteboards and digital tools to visualize what was discussed in real time. This allows everyone to be on the same page, sharing ideas and moving the discussion forward. Increasing information transparency and promoting open communication will lead to better solutions. Visualization prevents misunderstandings and makes it easy for your team to share what issues they need to focus on right now.

4. Searching for the essence and creative solutions
One of the biggest benefits of using a Why-How Ladder is that it allows you to get back to the root cause of the problem and get a deeper understanding of its essence. By approaching the essential problems identified in this way from multiple perspectives, it is possible to create innovative solutions that have never existed before. While the discussion concentrates on a single issue, we will seek a wide range of solutions that are not bound by stereotypes.

A Why-How Ladder can be a powerful catalyst for empowering your team and accelerating innovation. We encourage you to use Why-How Ladder in your team or organization. The quality and speed of problem solving will surely improve dramatically. The ability of each individual to ask questions is the driving force behind team and organizational change.

4. Summary of this article

In this article, we have explored the ability to ask questions, which is indispensable for business people. Asking questions is a very important act in stimulating our thinking and gaining new perspectives. He explained that in order to enhance this ability, it is essential to hone skills such as observation, verbalization, and perspective manipulation.

In addition, by using practical tools such as Wai Haurada, you can develop the habit of asking questions in your daily work. This allows us to grow as problem-solving professionals while improving our work performance.

However, asking good questions from a variety of perspectives does not mean that you are at the finish line, but rather that you are at the starting line. To unlock its power, it's important to strike a balance between insight and execution. It is only by translating the findings gained from the questions into concrete actions that meaningful results can be achieved.

With the above in mind, please consciously improve your ability to ask questions. This will help you and your team reach their full potential and allow you to do work that will have a greater impact.

thanks

In writing this article, we interviewed Mr. Kumi Yoshida and Mr. Takanobu Kurifuji of NEC Solution Innovator Corporation and other members of the company several times from the planning stage. In addition, Yutaka Iimori, Yasuho Yamada, and Saki Ueno from Irini Management School provided comments and support in the writing process to improve the draft article. I would like to express my gratitude here.