The Book of Beautiful Questions: The Powerful Questions That Will Help You Decide, Create, Connect, and Lead

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The Book of Beautiful Questions: The Powerful Questions That Will Help You Decide, Create, Connect, and Lead

The Book of Beautiful Questions: The Powerful Questions That Will Help You Decide, Create, Connect, and Lead

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This was an audiobook, and below are a few things I jotted down as I was "mindlessly" listening to it, this unconscious scripture might reveal a lot about one's interests ... I hope : Questions to spark creativity - How can I help as many people as possible to explore their creative confidence ? inventions from the instant camera to the cell phone, and startup businesses such as Netflix and Airbnb, could be traced to a “beautiful question”—one that shifted the current thinking, opened up a new possibility, and ultimately led to a breakthrough. After the book came out, as I conducted press interviews, gave speeches, and engaged with audiences of readers, I found that while many agreed with the premise of the book and its “Ask more questions” message, there also seemed to be a hunger for something more targeted and specific. People wanted to know which questions they should be asking with regard to a particular problem they might be facing or a goal they were pursuing. When I spoke to business leaders, for example, they tended to be most interested in questions that could help in running a company, whereas those at creative gatherings wanted to know how to ask questions that could spark ideas. Likewise with people seeking to improve personal relationships or with those grappling with difficult decisions about whether to accept a job or pursue a new passion—all were seeking the questions that might help them make better choices or achieve the best results in a specific situation. So with this book I focus on sharing productive questions and questioning strategies that can be applied to everyday situations. The questions featured come from a variety of sources. They derive from ideas and insights shared by entrepreneurs, life coaches, kindergarten teachers, cognitive behavioral therapists, chief executives, psychology professors, and neuroscientists, as well as an FBI counterintelligence agent, an acclaimed novelist, a venture capitalist, an improv performer, a Pulitzer Prize–winning playwright, a Nobel Prize–winning physicist, a U. S. Marine officer, a hostage negotiator, a risk- management specialist, and others. I tried to include a range of perspectives on how questioning can be used in various situations. Some of the questions in the book were originally asked years ago by people who are no longer alive—though the question lives on. A handful of these questions were first mentioned in A More Beautiful Question, but I took the opportunity with this book to expand upon them and place them in a more specific context. Quite a few of the questions I formulated myself, with collaborative input from others. I used reverse engineering in many cases. For example, as I identified a common problem or pitfall in, say, decision-making, my

A beautiful question is an ambitious yet actionable question that can begin to shift the way we perceive or think about something—and that might serve as a catalyst to bring about change.blindness,”9 Kahneman writes. They “sincerely believe they have expertise, act as experts and look like experts.” But all the while, “they may be in the grip of an illusion.” Rather than ask, Should I trust my gut instincts?, the better question is, How can I override those instincts? And this brings us to a central premise of this book and especially this section: As you’re making decisions, you can attempt to override instincts, avoid that “raft of pitfalls,” and become less “blind to your own blindness” simply by asking more questions. If, as Kahneman suggests, we make poor decisions because of our limited field of view, then what if we could open up a wider view—using our questioning flashlight to do so? Why do I believe what I believe? (And what if I’m wrong?) The first thing to do with that flashlight is turn it on yourself. The path to better decision-making begins by questioning one’s own beliefs, biases, and assumptions. It’s something people rarely do—and it’s certainly not easy to do. (There are some biases that are likely to remain invisible to us no matter how hard we search for them.) It may be more difficult than ever in these “echo chamber” times. Today, if one is predisposed to believe something or hold a certain view, it is easier to seek out information that confirms that view while avoiding information that challenges it. Facebook’s newsfeed algorithm steadily feeds confirmation bias10 by exposing people to news and information that mostly aligns with their established preferences. When the Nobel Prize–winning physicist Arno Penzias was asked what led to his success, he explained that he made a daily habit of asking what he called the “jugular question.”11 Penzias said, “The first thing I do each morning is ask myself, ‘Why do I strongly believe what I believe?’ ” Penzias felt it was critical to “constantly examine your own assumptions.” And this is important to do whenever making decisions—because our assumptions and preconceived notions can greatly influence decisions (assuming, and the tendency to want to confirm our assumptions, is one of the four “decision traps” cited previously). It has a lot to do with the question we ask and how we ask the question--but , more importantly, the fact that we can change the question to be able to: This book is a follow-up to Mr. Berger's popular book, A More Beautiful Question. It's an excellent dive into the power of open and closed questions to stimulate ideas, deepen relationships, and solve problems. Everybody wants to pretend they have all the answers and many are afraid of asking questions for fear of looking weak. The author goes into great detail about the many ways that questions can bring people, ideas and solutions out into the open from their hiding places. Possibly one of the best "self-help" books I've read, and arguably the only one a person should ever need. It's both a framework for living your life (ask questions) and a how-to for improving yourself (ask these questions). Divided into four main sections (decisions, creativity, connections, leadership), pretty much every aspect of a typical North American life is covered. I get the distinct feeling in reading this book that the author thinks his questions are a lot more beautiful than I do. That is not to say that there is a lot to appreciate and enjoy about the book, because there is, but there is a certain smarminess and mendacity about this book that just reeks of someone who thinks that they are impartial and fair-minded when they are not. Of course, the author is a frequent writer for the New York Times, which suggests that his problematic tone was formed with that overrated example of fake news that the author talks about (without perhaps realizing that it applied to his own journalistic efforts). This is not a book that is well-crafted to appeal to those who do not drink the same kool-aid brand that the author does, but even so there is value to be gained from this book even if its subject matter would have been far better approached by someone who did not equate sound critical thinking with complacent contemporary mainstream leftist thought. If you agree with this author, you will likely find the book and its approach far better, which sort of defeats the point of what he was trying to write to support, which is a fair-minded approach to questioning that strengthens one's own views by questioning one's own assumptions and worldview, hopefully better than the author does here.

Is there a relationship between innovation and the ability to ask ambitious questions? The journalist and innovation expert Berger argues there is, and in this breezy management book he seeks to improve our capacity to question.... One closes A MORE BEAUTIFUL QUESTION newly conscious of the significance of smart questions.”Chapter 4 was about leadership, specifically servant leadership. This is an incredibly popular and well-worn topic, and one that makes sense in a military context where you (squad leader) could be shot down in armed combat and be completely reliant on your team to save you. However, there's a fair amount of evidence to suggest that this approach doesn't translate as cleanly (and as universally) into business as we might all want it to. For more on that, I can recommend Leadership BS: Fixing Workplaces and Careers One Truth at a Time. From Kathryn, a high school student in California: – “Will the world ever run out of water?” – “Which place in the world has the cleanest water, and which place has the dirtiest?” – “How did humans first discover we need water to survive?”

Cara Herman of Crush Republic sent in this question. Her point is that in trying to get people to respond to her agency’s research questions, it can be most effective to “have them respond naturally, without thinking (or) filtering their answers.” Which requires asking questions in a whole different way—thereby encouraging people to give more honest, organic responses. Thanks, Cara. And yes, I’m certain we can help each other on our respective quests to “master the art of asking questions.” “What would happen if teenagers believed they deeply mattered to the world around them?” Great question submitted by Annie Murrell ( @AnnieMurrell), from the blog A Quiet Mind. I think what would happen if teenagers believed this is that the world woul Reader James Parker submitted the above question, writing: “I didn’t create this question, but it’s from a book that is written entirely around one single question, The ONE Thing, by Gary Keller and Jay Papasan. On about the fourth day of our time together I said in my best broken spanish, “Simon, tengo una pregunta.” (I have a question) Berger believes that when we are confronted with any demanding situation, it will be the result of the questions we ask that will have the greatest impact on the outcome. That by asking better questions we are guided to better thinking and smarter, more creative decisions.

I had awaited this new book with bated breath, and as I gladly found out, it is also potentially life transforming.

DAN ROTHSTEIN and LUZ SANTANA, co-directors, THE RIGHT QUESTION INSTITUTE; co-authors, Make Just One Change: Teach Students to Ask Their Own Questions The humble question can be a powerful tool. By asking questions, we learn, analyze, understand, and can move forward in the face of uncertainty. When confronted with almost any demanding situation, the act of questioning can help guide us to smart decisions and a sensible course of action. But the questions must be the right ones; the ones that cut to the heart of a complex challenge, or that enable us to see an old problem in a fresh way. In his 2018 book THE BOOK OF BEAUTIFUL QUESTIONS, a follow up to his bestselling A MORE BEAUTIFUL QUESTION, journalist and innovation expert Warren Berger shows that one of the most powerful forces for igniting change in business and in our daily lives is a simple, under-appreciated tool—one that has been available to us since childhood. Questioning—deeply, imaginatively, “beautifully”—can help us identify and solve problems, come up with game-changing ideas, and pursue fresh opportunities. So why are we often reluctant to ask “Why?” Why has a book like this never been written before? Here is a persuasive case for the simple and yet extraordinary power of a question. Fascinating, engaging stories give life to a strong argument about how much can be accomplished, in every domain of our lives, ‘just’ by asking questions. Innovators, entrepreneurs, citizens, parents, teachers, idealists and realists—all of us have much to gain by reading A More Beautiful Question .” Berger makes great use of both historical and contemporary examples of educators, innovators and business moguls who, by taking time to ask pointed questions of themselves and their respective industries, have both broadened their understandings of challenging situations and expanded the range of positive possibilities.... A practical testament to the significance of the questioning mind.”you had.38 If you wait for 90%, in most cases, you’re probably being slow.” But getting to 70 percent usually doesn’t happen in a “blink.” Decisions should not be rushed, for any number of reasons—not least of which is that people tend to make poor decisions under pressure. When faced with an important decision, it’s worth asking, Does this decision have to be made now? and Is this the right time to decide? It’s been shown that there are times when we should avoid making decisions—when we’re tired, stressed,39 or just anxious to “get this thing over with!”—because we’re more apt to decide based on emotion or impulse. When you’ve decided to make the decision, try to make it twice—once, and then again a day or two later. People may be reluctant to second-guess themselves, but if a decision is a solid and considered one, it should hold up. One way to test the soundness of the decision is to consider these two questions: Is it possible to shoot holes in this decision?40 and If I had to defend this decision at a later time, how would I do so? Taking the time to question decisions doesn’t mean you should waffle on them or postpone making a final call. When people put off deciding for too long it can eventually result in having to make the decision at the last minute, under pressure. The author and business consultant Todd Henry says a common problem he encounters is that people put off making decisions because of uncertainty—and it keeps them from moving forward with their lives or businesses. He recommends we routinely ask ourselves: Where in my life right now am I living under the fog of indecisiveness?41 There are some decisions we may avoid making because there is great uncertainty surrounding them or because the stakes are so high (or both). To help in such circumstances, we need to ask “courageous” questions— designed to provide just enough clarity and confidence to enable us to take a leap into the void. What would I try if I knew I could not fail? As decision makers, we seem to veer from being overconfident and willing to “go with our gut” to being terrified that if we make the wrong choice, the business will collapse, the career will stall, and “we’ll end up dead and broke If we want better answers, we need to ask better questions. Warren Berger shows us the incredible power that inquiry has to approach problems differently and to unearth powerful, innovative solutions. In an increasingly complicated world, knowing how to ask provocative questions is a must-have skill for success. ( Lisa Bodell, bestselling author of WHY SIMPLE WINS and CEO of FutureThink) Thoughtful, provocative, and actionable, these beautiful questions can be applied immediately to bring about change in your work or your everyday life. A decision can be no better than the best option under consideration,28 according to the aforementioned researchers Milkman, Soll, and Payne. They point out that people have a tendency to “frame decisions as a yes or no question instead of generating alternatives.” The brothers Chip and Dan Heath, authors of the book Decisive, concur that “the first villain of decision making—‘narrow framing’29—is the tendency to define our choices too narrowly, in binary terms.” So then: How do you open up more options? Simple: Ask yourself to do so. If you can reframe that “yes or no” choice by changing it from a closed question to a more open-ended one, it can profoundly alter the decision you’re making. The closed question, Should I quit my job—yes or no?, becomes more open-ended by turning it into a “How?” or “What?” question, such as: How might I improve my situation at this job? What possibilities might exist between quitting or doing nothing? The point is not to avoid making a hard decision—you still may end up quitting the job—but to open up more possibilities to consider before making that decision. Of course, you don’t want to drown in too many choices, but Milkman, Soll, and Payne suggest generating at least three options for any decision.30 If your business is trying to decide about expanding, the three options might be something like: 1) We could open a new branch 2) We could expand but do so within our existing branches 3) We could decide not to expand at all. Those options might be based on projecting scenarios that range from rosy to lousy. As you’re generating options, consider three possible outcomes or scenarios that might result from this decision by asking: What is the great, the good, and the ugly? USE THESE FIVE QUESTIONS TO OPEN UP POSSIBILITIES How can I “open up” the question to be decided? We have a tendency to make binary decisions (yes/no, either/or), which limits options. Trying using open-ended questions (What are the best ways …? How might I …?) to frame your decision. What is the great, the good, and the ugly? When making decisions, try to choose from at least three options. Do this by projecting three different potential



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