Scribd Logo
Upload

Welcome to Scribd!

  • 69 views

    Questioning PDF

    Uploaded by

    Enrique Ignacio Pastenet
    Monica, a regional sales manager, noticed declining sales over the last three months. She scheduled a meeting with her sales team to get their ideas on why sales were declining. However, when Monica asked what was causing the problem and how they could address it, her team remained silent and looked confused. Effective questioning skills for discussions include using open-ended questions to encourage participation, closed-ended questions for short answers, and avoiding leading, piggybacking, or tugging questions.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Questioning PDF

    Uploaded by

    Enrique Ignacio Pastenet
    69 views2 pages
    Monica, a regional sales manager, noticed declining sales over the last three months. She scheduled a meeting with her sales team to get their ideas on why sales were declining. However, when Monica asked what was causing the problem and how they could address it, her team remained silent and looked confused. Effective questioning skills for discussions include using open-ended questions to encourage participation, closed-ended questions for short answers, and avoiding leading, piggybacking, or tugging questions.

    Original Title

    Questioning.pdf

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Monica, a regional sales manager, noticed declining sales over the last three months. She scheduled a meeting with her sales team to get their ideas on why sales were declining. However, when Monica asked what was causing the problem and how they could address it, her team remained silent and looked confused. Effective questioning skills for discussions include using open-ended questions to encourage participation, closed-ended questions for short answers, and avoiding leading, piggybacking, or tugging questions.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    69 views2 pages

    Questioning PDF

    Uploaded by

    Enrique Ignacio Pastenet
    Monica, a regional sales manager, noticed declining sales over the last three months. She scheduled a meeting with her sales team to get their ideas on why sales were declining. However, when Monica asked what was causing the problem and how they could address it, her team remained silent and looked confused. Effective questioning skills for discussions include using open-ended questions to encourage participation, closed-ended questions for short answers, and avoiding leading, piggybacking, or tugging questions.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 2

    PBL Participant Toolbook

    Questioning Skills
    Context
    Monica, a regional sales manager, scheduled a meeting with her
    team to review last month’s performance. She had noticed a trend
    over the last three months of slowly declining sales. Since her
    performers were closer to the field than she was, she wanted to get
    their ideas about why sales were declining.

    Monica was determined to get to the bottom of this situation. She


    wanted to get as much information as possible from her
    performers. She began, “What do you think is causing this
    problem, and how can we address it? You do see this trend as a
    problem, don’t you? Well, don’t you?”

    To her surprise, her performers remained silent and looked at each


    33
    other. A few nodded their heads but offered nothing else. Monica

    Questioning Skills
    needed the input from her performers, but they just looked at her,
    confused and silent. What should she do?

    Description
    Effective questioning skills include knowing when to ask open- and
    closed-ended questions and avoiding leading, piggyback, and
    tugging questions. Use questioning skills to clarify and confirm key
    points.

    Guidelines and Best Practices


    1. Use open-ended questions to prompt longer answers and to
    encourage others to participate in the discussion.

    2. Use closed-ended questions to prompt shorter answers, such


    as “yes,” “no,” dates, or numbers.

     2002 CLG
    PBL Participant Toolbook

    3. Use boomerang questions to turn statements and questions


    back to the team members who said them.

    It is especially effective to boomerang a question back to any


    person who asks a leading question such as, “Don’t you think
    it would be too time consuming to meet twice a week?”
    Simply boomerang it back by saying, “What do you think?”
    However, you should avoid using too many boomerang
    questions, because it might look like you don’t know the
    answers.

    4. Avoid the following types of questions because they


    discourage participation in discussions:

    a. Leading questions tell the listener the answer you


    expect to hear. For example: “Wouldn’t you say this
    is the way we should approach the problem, Dave?”

    b. Piggyback questions are a combination of two or more


    34 questions. For example: “What would you say to the
    Questioning

    manager and what would you do if the manager


    Questioning

    became angry?”
    Skills
    Skills

    c. Tugging questions provide little or no direction to the


    listener and are used after someone has given an
    incomplete reply to a prior question. For example:
    “Yes . . . ?” or “Well . . . ?”

     2002 CLG

    You might also like