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Gerald Nadler William J Chandon Q Smart Questions Learn to Ask the Right Questions for Powerful Results Smart Questions Gerald Nadler William J Chandon Q Smart Questions Learn to Ask the Right Questions for Powerful Results Copyright © 2004 by John Wiley & Sons, Inc All rights reserved Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978750-8400, fax 978-646-8600, or on the web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, e-mail: permcoordinator@wiley.com Jossey-Bass books and products are available through most bookstores To contact Jossey-Bass directly call our Customer Care Department within the U.S at 800-956-7739, outside the U.S at 317-572-3986, or fax 317-572-4002 Jossey-Bass also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books Library of Congress Cataloging-in-Publication Data Nadler, Gerald Smart questions : learn to ask the right questions for powerful results / Gerald Nadler, William J Chandon p cm Includes bibliographical references and index ISBN 0-7879-7137-5 (alk paper) Problem solving Questioning Management science I Chandon, William J II Title HD30.29.N344 2004 658.4'03-dc22 2003026451 Printed in the United States of America FIRST EDITION HB Printing 10 Q Contents Preface xi Introducing the Smart Questions Approach: Moving Beyond Problem Solving to Creating Solutions SQA Phase 1: Getting People Involved 43 SQA Phase 2: Selecting a Focus Purpose 87 SQA Phase 3: Creating an Ideal Future Solution 132 SQA Phase 4: Building a Living Solution for Today and Tomorrow 180 The Power of SQA: Two Case Studies 230 SQA in Organizations and Society 264 References 283 Acknowledgments 285 The Authors 287 Index 289 vii Q References Adams, J The Care and Feeding of Ideas New York: Perseus Publishing, 1979 Argyris, C “Empowerment: The Emperor’s New Clothes.” Harvard Business Review, 1998, 76(3), 98–105 Bossidy, L., and Charan, R Execution: The Discipline of Getting Things Done New York: Crown Business, 2002 Brown, J S., and Duguid, P The Social Life of Information Boston: Harvard Business School Press, 2000 Drazin, R., Glynn, M., and Kazanjian, R “Multilevel Theorizing About Creativity in Organizations: A Sensemaking Perspective.” Academy of Management Review, 1999, 24(2), 286–307 Gardner, H Frames of Mind: The Theory of Multiple Intelligences New York: Basic Books, 1993 George, W Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value San Francisco: Jossey-Bass, 2003 Kegan, R In over Our Heads: The Mental Demands of the Modern Workplace Cambridge, Mass.: Harvard University Press, 1994 Kegan, R., and Laskow Lahey, L “The Real Reason People Won’t Change.” Harvard Business Review, 2001, 79(10), 84–92 McGregor, D The Human Side of Enterprise New York: McGraw-Hill, 1960 Nadler, G., and Hibino, S Creative Solution Finding: The Triumph of Breakthrough Thinking Over Conventional Problem Solving Rocklin, Calif.: Prima Publishing, 1995 Nisbet, R History of the Idea of Progress New York: Basic Books, 1980 Nutt, P Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles San Francisco: Berrett-Koehler, 2002 Perlow, L When You Say Yes But Mean No: How Silencing Conflict Wrecks Relationships and Companies and What You Can Do About It New York: Crown Business, 2003 Rowe, A Creative Intelligence: Our Hidden Potential Upper Saddle River, N.J.: Prentice Hall, 2004 Sample, S B The Contrarian’s Guide to Leadership San Francisco: JosseyBass, 2001 283 284 REFERENCES Tucker, R Driving Growth Through Innovation: How Leading Firms Are Transforming Their Futures San Francisco: Berrett-Koehler, 2002 Van de Ven, A “The Process of Adopting Innovations in Organizations.” In E Laumann, G Nadler, and R O’Farrell (eds.), People and Technology in the Workplace Washington, D.C.: National Academy Press, 1991 Q Acknowledgments Although the basic concepts in this book were identified from our research and practice over thirty years ago and have been refined since then, we are always trying to put them into a framework that is easily understood and usable by as many people as possible Each framework that was presented in previous books has benefited from the editorial advice of writing experts, and each book was, in our minds and those of the many readers of those books, an improved way of explaining the concepts Our previous book, aided in significant ways by Thomas Dworetzky in editorially shaping an engaging manuscript, dwelled on our belief that the concepts were best presented for learning and application in the form of questions This book goes much further in organizing the idea of the questions format, and we are sure you will learn a great deal from it For developing the new framework of questions, we owe thanks to our Jossey-Bass editor, Kathe Sweeney, who suggested we use the services of developmental editor Rick Benzel And to Rick, we are very thankful you pushed, cajoled, and otherwise stimulated us to probe deeply into how we could reorganize and present the concepts so they are crisp and usable We very much appreciate your willingness to work closely with us and help in making our writing clear A book that presents a synthesis of a lot of research and practice has an extremely large number of people to thank, primarily all those who let us study how they approached their assignments and from whom the concepts of this book were synthesized You know who you are (we promised them anonymity), and we express our appreciation to you Our practice of the ideas has been facilitated by many adventurous executives who were willing to try this different approach to planning, design, development, improving, and creating solutions The outstanding results of such applications have been one payback for their willingness to experiment, and we offer the payback of sincerest thanks Many of these projects are reported in this book 285 286 ACKNOWLEDGMENTS It would take many pages to list all of these people plus students doing research, representatives of funding agencies, and assistants in copyediting and formatting Because you would probably not read all the pages and we are almost certain to omit several important names, we offer to every one of these people, as well as the authors of other articles and books we read and often quoted, sincere appreciation for your help G.N W.C Q The Authors GERALD NADLER is IBM Chair Emeritus in Engineering Management and Professor Emeritus of Industrial and Systems Engineering at the University of Southern California He was previously on the faculties of the University of Wisconsin–Madison, Washington University in St Louis, and Purdue University (where he received his undergraduate and Ph.D degrees), and accepted five invited visiting professorships, four of them abroad His industrial experience started with industrial jobs and extends through a vice presidency of general operations for a 400-employee manufacturing company and a sixteen-year stint on the board of directors of a $300 million manufacturing company He is president of the Center for Breakthrough Thinking, an international firm of consulting affiliates with clients in all sectors of society and a think tank for the application of transformational thinking approaches to achieve business and personal breakthroughs He has written or coauthored over two hundred published articles and fifteen books, several of them translated into eight other languages He serves on the Los Angeles County Quality and Productivity Commission and on the board of directors of the University of Southern California Credit Union and previously was an elected member of a board of education for a midsized school district in the St Louis area He has received over twenty-five national and international awards for his work WILLIAM J CHANDON is a vice president of the Center for Breakthrough Thinking He has over fifteen years of experience in the fields of organizational development and business transformation He has consulted with many and varied government, nonprofit, and commercial businesses from many industries He also teaches management courses at St Mary’s College of California Chandon received a B.S from Washington State University, an M.A from California State University, and a Ph.D from the Fielding Graduate Institute 287 Q Index A Adams, D., 132 Antagonists, foes, enemies, 70–71 APHIS, 263 Asking questions: creativity fueled by, 17–19, 155–157; as fundamental premise of SQA, 16; reductionist thinking about, 17; Socratic method of thinking and, 16 See also Purposeful information questions; SQA foundation questions; SQA Smart Questions; Systems questions; Uniqueness questions Authentic Leadership (George), 91 B Bacon, Sir F., 3, 10 Betterment, 94 Biographical method, 154 Bossidy, L., 91, 201 Brown, J S., 56 C The Care and Feeding of Ideas (Adams), 6–7 Cartesian scientific thinking paradigm: fallacies in implementation of, 4–7; four principles of, 3; origins of, 2–3; testing your own use of, 3–4 Change: people’s reaction to, 52–53; social science research on resistance to, 46; SQA recognition regarding people and, 46 Charan, R., 92, 201 Churchill, W., 230 Convergent thinking, 34–35 Copernicus, 17 Creative Intelligence: Our Hidden Potential (Rowe), 50 Creative Solution Finding (Nadler and Hibino), 7, 12 Creative space expansion, 88 Creativity: asking questions to fuel, 17–19, 155–157; divergent/ convergent thinking and, 34–35; of holistic problem solvers, 13–15; inspiring, 152–155; People involvement foundation question on, 50–53; unique qualities of, 51–53; “virtuous” spiral facilitating, 143 D “Daily swing thought,” 130 Data: biased nature of, 23; raw, 23–24; real information from, 24–25 Decide step: future solution phase, 167–174; living solution phase, 219–221; people involvement phase, 79–82; selecting focus purpose phase, 118–128 Decision making: intuitive method of, 124; logical method of, 119, 121–124; other possible techniques for, 125 Descartes, R., 2, 3, 6, 10 Different interpretations/perspectives, 55 289 290 INDEX Divergent thinking, 34–35 Drazin, R., 217 Driving Growth Through Innovation (Tucker), 77 Duguid, P., 56 E Einstein, A., 10, 18 Emerson, R W., 132 Empowerment, 271–272 Enemies, antagonists, foes, 70–71 Execution: The Discipline of Getting Things Done (Bossidy and Charan), 92, 201 F Ford, H., 17 Forest Service, 263 Free association, 153 Future solution components: creative, forward-thinking framework, 133–134; information regarding preparations, 135; sense of details, 134; time frame, 135 Future solution decide step: conversational/intuitive methods of deciding, 17460; Smart Questions Decision Worksheet used during, 168–174, 169e; smart questions during the, 179; structured methods of deciding, 168–174; tips on effective use of, 167168; what to with alternatives not used, 174 Future solution list step: conversational/intuitive methods of listing, 159; inspiring creative thinking/ideas during, 152–155; limiting number of ideas during, 159–160, 162; smart questions during, 161; structured methods for listing during, 157–159; tips on effective use of, 151 Future solution organize step: avoiding negativity and false barriers, 165; conversational/intuitive methods of organizing, 164; outcome of the, 165, 167; smart questions during, 166; structured methods of organizing, 163–164; tips on effective use of, 162–163 Future solution phase: benefits of the, 177–178; defining future solution in heat of battle, 174, 176–177; focus on regularities of system during, 144–147; foundation questions during, 141–144; highlights of, 178–179; LOD steps used during, 150–174, 175; thinking holistically about, 141–150 See also SQA phases Future solution Smart Questions: during list step, 161; during organize step, 166 Future solution value: anticipating the future, 140–141; encouraging thinking about ideal solutions, 136–139 Future solutions: components of, 133–135; defined in the heat of battle, 174, 176–177; described, 32–33; differences between living and, 180–181; people involvement phase questions on, 82; value of, 135–141 See also Solutions G Galbraith, J K., 43 Gardner, H., 51 Gates, B., 17 George, B., 91 Glynn, M., 217 Gordon, J., 48 Greater Milwaukee Hospital Council, 143 In d e x Group process techniques, 62t–63t Groups: characteristics of, 64; solo work vs work by, 61, 64; structured idea generation by, 157–159 Gypsy Moth Pest Management System (CGMPMS) case study: background of, 242–244; Issue A: planning a systematic approach to formulating solution, 244–247; Issue B: creating CGMPMS living solution, 247–258; Issue C: creating plans for components of living solution, 258; Issue D: designing project wrap-up/installation plan, 259–262; postscript on, 263; results/outcome of, 263 Gypsy Moth Pest Management System (Issue A): future solution phase, 247; living solution phase, 247; people involvement phase, 244–245; purpose hierarchy for planning task force, 246e; purposes phase, 245–246 Gypsy Moth Pest Management System (Issue B): future solution CGMPMS time line, 253e; future solution phase, 252–254; living solution pest management systems, 257e; living solution phase, 253–258; partial purposes hierarchy of CGMPMS, 251e; people involvement phase, 247, 250; purposes phase, 250–252; relationship of activities to structural levels, 255e; tasks/sequence of proposed initial version time line, 248e–249e Gypsy Moth Pest Management System (Issue C), 258 Gypsy Moth Pest Management System (Issue D): future solution phase, 259; living solution phase, 262; people involvement phase, 291 259; purposes phase, 259–261, 260e–261e Gypsy Moth Program Manual (USDA), 263 H Hibino, S., 7, 12 Historical method, 154 Holistic problem solvers: common characteristics of, 12–13; creating solutions approach used by, 13–15 Holistic solution creation: comparing reductionist problem solving to, 15t; intuitive use of, 12 See also SQA (Smart Questions Approach) Holistic thinking: about future solutions, 141–150; about living solutions, 185–204; about people involvement, 44–46; about purposes, 92–98; SQA use of, 37–39, 41 Holmes, O W., The Human Side of Enterprise (McGregor), 52 I Ideal solution: concept used for focus purposes, 137fig; future solutions encouraging thinking about, 136–139 Imagery, 154 Information: as being different from wisdom, 23–26; focusing on needed, 58–59; as future solution component, 135; as human construct, 21–23; incomplete, inaccurate, imprecise nature of, 23; interpersonal interaction through sharing of, 57–58; leading to knowledge, 25; reframed by SQA foundation questions, 26–27 See also Purposeful information questions 292 INDEX “Integration czar,” 106 Intelligence: defining, 26; different types of, 51–53; unique qualities of, 51–53 J Jobs, S., 17 K Kazanjian, R., 217 Kegan, R., 53 KM (knowledge management) system, 203–204 Knowledge: differences between understanding and, 25–26; information leading to, 25; puzzle-like development of, 56–57; unique context of, 52 Knoxville Community Investment Bank, 70 L Lahey, L L., 53 Land, E., 17 Learning environment, 54–55 List step: future solution, 151–160; living solution, 206–211; people involvement, 68–72; selecting focus purpose, 98–110 Living solution decide step: conversational and intuitive methods used during, 221; structured methods used during, 220–221; tips of effective use of, 218 Living solution list step: conversational and intuitive methods for listing, 210–211; handling irregularities in creating, 211; OTC case study on, 206, 208–210e, 211; smart questions during, 207, 209e–210e; structured method for listing, 206; tips on effective use of, 205–206 Living solution organize step: assessing if enough questions have been asked, 218; conversational and intuitive methods of organizing, 217–218; sample agenda for OTC case, 219e; smart questions to ask during, 213–217; structured methods of organizing, 212–213 Living solution OTC case study: handling irregularities in, 211; installation plan during, 225; living solution lists during, 206; political and social factors in, 223; sample agenda for had hoc organizing in, 219e; smart questions asked during, 208–210e; structured and conversational approaches used in, 221; values dimension of outputs of, 213e Living solution phase: case study using system matrix, 203–204; coping with political/social factors, 222–223; evaluating living solution and next releases, 227–228; foundation questions during, 185–203; getting results in heat of battle, 228–229; highlights of the, 229; holistic thinking during, 185–204; installation plan during, 224–227; LOD steps during, 204–221 Living Solution System Matrix: benefits of reviewing, 228; benefits of the, 200–203; case study in using the, 203–204; elements of, 188–190; illustration of, 188e; note on the, 190–191; using as question matrix, 191–200 Living solutions: challenges of creating, 183–184; described, 33, 98; differences between future and, 180–181; people involvement phase questions on, 82; three In d e x features of, 181–183 See also Solutions Loading Dock case study: background of, 231–233; future solution phase of, 238–239; living solution phase of, 239–241; people involvement phase of, 233–234; postscript on, 242; purpose hierarchy for, 236e; results/outcomes of, 241–242; selecting purposes phase of, 234–237 LOD steps See SQA LOD (list, organize, and decide) steps M McDonald’s, 21 McGregor, D., 53 MPA (measures of purpose accomplishment), 167, 168, 170 Multiple viewpoints, 55 N Nadler, G., 7, 12 Newton, I., 3, 10 Nisbet, R., 94 Nutt, P., 45, 162, 173 O Organize step: future solution, 162–167; living solution, 212–218; people involvement, 72–79; selecting focus purpose, 110–118 OTC (Outsourcing Technology Company) See Living solution OTC case study P People involvement: purposeful information: information sharing and interpersonal interaction, 57–58; on needed valid information, 58–59; value of different 293 interpretations, 55; wisdom of people, 56–57 People involvement: solution roles of people: considering group characteristics, 64; group process techniques for, 62t–63t; group vs solo work, 61, 64; meeting guidelines to gain involvement, 64–66; method to gain involvement, 60–61; types of possible roles, 59–60 People involvement: unique people: on creating learning environment, 54–55; on people’s reaction to change, 52–53; on unique intelligence and creativity, 51–53; on unique nature of people in this problem, 47, 50–51; The Uniqueness of You, 48fig–49fig People involvement decide step: decision framework to use during, 79–80, 82; four major components of any decision, 79; smart questions for, 69 People involvement list step: inviting antagonists, foes, and enemies, 70–71; smart questions asked during, 71–72, 81–82; tips on effective use of, 68, 70 People involvement LOD steps: beginning the process of, 66–67; decide step of, 79–82; interactive nature of, 83–84; list step of, 68–72, 81–82; organize step of, 72–79; people involvement paradox and, 67–68 People involvement organize step: keeping an open mind, 78–79; Smart Question Worksheet, 75e–78, 224; smart questions during, 73; techniques for organizing options, 74, 76–78; tips on effect use of, 72, 74 294 INDEX People involvement phase: benefits of having diverse, 84; foundation questions during, 45–66; highlights of, 85–86; LOD steps used for, 66–84; SQA phase on, 29–31; thinking holistically about, 44–46 See also SQA phases People involvement Smart Questions: during decide step, 69, 79; guidelines for asking, 83; during list step, 71–72, 81–82; during LOD steps, 75e; during organize step, 73; Smart Questions Worksheet for, 75e–78, 224 Perlow, L A., 129 PPFL (People Involvement, Purposes, Future Solution, and Living Solution): SQA decide step toward, 36; SQA list step toward, 35; SQA organize step toward, 36 Pretend creativity tool, 154 Problem solving: holistic solution creation vs., 13–15; problems with traditional approaches to, 2–11 See also Solutions Problem solving approaches: comparison of holistic and reductionist, 15t; reductionist, 2–10, 15t; searching for a new, 11–15; unstructured, 11 See also SQA (Smart Questions Approach) Problem statements, 88–89 Problems: avoiding the “silent,” 129; the reality and nature of, 1–2; with traditional problem solving approaches, 2–11 Publius Syrus, 180 Purpose See Selecting focus purpose phase Purposeful information questions: future solution phase, 142–143, 161, 166, 175; living solution phase, 186–187, 207; people involvement phase, 55–59; selecting focus purpose phase, 95–96, 101, 112, 120 See also Information Purposes Hierarchy: adding intermediary purposes to, 117–118; cluster hierarchy for integrating multifunctional organization, 116fig; for integrating multifunctional organization, 115fig; intuitive method of organizing purposes on, 114–117; logical method for organizing purposes of, 111, 113–114; simple example of small-medium-large, 116fig; SQA ladder of, 89fig–92 See also Selecting focus purpose phase Q Questions See Asking questions R Raw data, 23–24 Reductionist (or rational) approach: assessing your own use of, 3–4; Cartesian origins of, 2–3; compared to SQA and unstructured approach, 40t; fallacies of implementing, 4–7; flaws of, 7–10 Reductionist (or rational) approach flaws: focusing on single/permanent solution, 9; limited creativity, 9; overemphasis on new technologies as solutions, 9–10; overreliance on data collection, 8–9; same treatment of unrelated problems, 7–8; subdividing problems to reach solution, Rowe, A., 50 S Scenario writing, 154 Science-fiction inspiration, 153 In d e x Selecting focus purpose decide step: ensuring right focus purpose, 125–128; smart questions during, 120–121; techniques for deciding purposes, 119, 121–125; tips on effective use of, 118 Selecting focus purpose organize step: adding intermediary purposes, 117–118; smart questions during, 112; techniques for organizing purposes hierarchy, 111, 113–118; tips on effective use of, 110–111 Selecting focus purpose phase: “daily swing thought” to facilitate, 130; exploring/examining purpose during, 128–130; five critical lessons to learn during, 91; foundation questions asked during, 92–98; four fundamental values related to, 94–95; highlights of, 130–131; LOD steps during, 98–128; problem statements vs purposes, 88–89; purposes hierarchy, 89fig–92 See also Purposes Hierarchy; SQA phases Selecting focus purpose Smart Questions: during decide step, 120–121; during list step, 101–102; during organize step, 112 Selecting purpose list step: determining how many purposes needed, 110; eliminating constraints to purposes, 107–109; external purposes, 109–110; importance of multiple iterations on, 105–107; reminder about asking purpose questions, 110; smart questions for, 101–102; techniques for listing purposes, 100, 102–105; tips on effective use of, 98–100; verbs to avoid when thinking about purposes, 104t; verbs to stimulate thinking about purposes, 103t 295 Sharing information benefits, 57–58 “Silent problems,” 129 Silicon Valley, 53 Smart Questions Decision Worksheet, 168–174, 169e Smart Questions Future Solution Decision Worksheet, 168–174, 169e Smart Questions People Involvement Worksheet, 75e–78, 224 Smart Questions See SQA Smart Questions Solutions: holistic thinking for creating, 13–15; SQA foundation questions on, 21–28 See also Future solutions; Living solutions; Problem solving SQA case studies: Gypsy Moth Pest Management System, 242–263; living solution OTC case study, 206, 208–223, 225; Loading Dock, 231–242 SQA decide step, 36 SQA foundation questions: future solutions phase, 141–144; how to ensure that solution will work, 27–28; how to treat each problem as unique, 19–21; information reframed by, 26–27; living solution phase, 185–203; people involvement phase, 47–66; selecting focus purpose phase, 92–98; what information is needed to create living solutions, 21–27 See also Asking questions SQA Ladder of Purpose Hierarchy, 89fig–92 SQA list step, 35 SQA LOD (list, organize, and decide) steps: future solution phase, 150–174; living solution phase, 204–221; overview of, 35–36, 41; people involvement phase, 66–84; selecting focus purpose phase, 98–128 296 INDEX SQA organization benefits: instilling an empowerment culture, 273–275; language for inquiring, thinking, and innovating, 267–271; systems perceptiveness, 271–273 SQA organizations: adopting SQA to create your, 275–278; becoming a, 265–266; three benefits of being an, 266–275 SQA phases: phase 1: people involvement, 29–31; phase 2: establishing purposes, 31–32; phase 3: looking for future solution, 32–33; phase 4: reaching living solution, 33; divergent-convergent structure of, 33–36; overview of four, 28–29fig; Smart Questions asked during, 36–37; steps of each, 35fig–36, 41 See also Future solution phase; People involvement phase; Selecting focus purpose phase SQA Smart Questions: characteristics of, 36–37; future solution phase, 161, 166, 175; living solutions, 207, 209e–210e; people involvement phase, 69, 71–72, 73, 75e, 81–82; selecting focus purpose phase, 101–102, 112–113, 120–121 See also Asking questions SQA (Smart Questions Approach): adopting the framework/ vocabulary of, 41–42; applied to the real world, 279–281; asking questions heart of, 16–19; benefits of holistic thinking in, 37–39, 41; bringing this paradigm into your life, 278–279; compared to other approaches, 40t; description of “smart question,” 36–37; divergent-convergent structure of phases, 33–38; evolution of, 281–282fig; foundation questions of, 19–28; four phases of, 28–33; paradigm shift using, 15–16; summarizing, 37, 38fig; widespread applicability of, 42 See also Holistic solution creation; Problem solving approaches Stakeholders See People involvement phase “Sunset review,” 228 Supplemental visual aids, 155 System Matrix (Living Solution), 188e–204 Systems questions: future solution phase, 144–147, 161, 166, 175; living solution phase, 187–203, 207; people involvement phase, 69, 73, 82; selecting focus purpose phase, 102, 112, 121 T Technology, creative inspiration from, 153 Theory X, 52 Thompson, C (“Chic”), 87 Tibbott, N., 48 TQM (Total Quality Management), 142 Tucker, R., 77 U Understanding: defining nature of, 26; differences between knowledge and, 25–26 Uniqueness questions: future solution phase, 141–142, 161, 166, 175; living solution phase, 185, 207; people involvement phase, 69, 73, 81; selecting focus purpose phase, 92–95, 101, 112, 120 The Uniqueness of You, 48fig–49fig Unstructured problem solving approach, 11, 40t In d e x V Van de Ven, A., 46 W When You Say Yes But Mean No (Perlow), 129 White, R., 70 Why Decisions Fail (Nutt), 45, 162 297 Wisdom: defining nature of, 26; differences between information and, 23–26; purposeful information and, 56–57 Worst-case scenario, 154–155 Z “Zen walk,” 105 ... Chandon Q Smart Questions Learn to Ask the Right Questions for Powerful Results Smart Questions Gerald Nadler William J Chandon Q Smart Questions Learn to Ask the Right Questions for Powerful Results. .. had to with not working together In hallway conversations, they located the blame on each other It seemed that their real goal was to look good to their bosses so they could keep their jobs The. .. refer to using the SQA rather than to any of the other names from earlier versions of Smart Questions Although the principles of the SQA in this book are similar to previous versions, the methods