Category Archives: Career Development

Career Development

Effective Questions as Change and Innovation Catalyst

James Thurber

American humorist and cartoonist James Thurber reassured his readers that “It is better to know some of the questions than all of the answers,” a dictum supported by philosophers, mindfulness meditation practitioners, psychotherapists, scientists, artists, and creative others.

Given the importance of questioning, many resources are available to refine skill in inquiry: Understanding others’ questions, framing high-impact queries, responding to others, and using questions to catalyze individual and organizational change.

QBQ John Miller’s sales-oriented QBQ! The Question Behind the Question: Practicing Personal Accountability at Work and in Life advocates understanding the intent of statements phased as questions by crafting “What?” and “How?” questions instead of defense-provoking “Why?”

His approach is applicable in organizational management and change situations, and argues for increasing personal accountability while decreasing blame by focusing on the underlying work concerns like achieving revenue targets, deliverable timelines, customer satisfaction goals, cost savings.

Like Miller, Eric Vogt, Juanita Brown, David Isaacs advocate “What?” questions in The Art of Powerful Questions: Catalyzing Insight, Innovation, and Action.

This team asserts that high-impact questions in business situations are valuable because they

• Evoke the listener’s curiosity, imagination, creative problem-solving, new possibilities
• Stimulate reflective conversation
• Provoke thoughtful consideration of diverse perspectives, contributions
• Clarify underlying assumptions
• Generates energy, progress, improvement
• Focus attention on issues and alternatives
• Memorably resonate with meaning
• Articulate progress toward shared understanding
• Suggest more questions

Dennis Matthies

Dennis Matthies, Chief Questioning Officer of Training organization Vervago supplies the “how” of questioning by helping business participants refine skill in formulating seven types of “precision” analytic questions, drawing on formal logic and critical thinking disciplines:

Assumption Questions, including existence, uniqueness, measurement, possibility, value, audience, time constancy, category, similarity
Basic Critical Questions (BCQ), including data, source
Questions of Clarification, including ambiguity/vagueness, “pivot table” segmentation for granular analysis
Go/No Go Questions, including “meeting basics and participation”, participant motivation analysis, inquiry focus

Vervago advocates “precision” responses to questions by:

Referring to the question
Answering briefly
Anticipating and addressing underlying concerns embedded in the question.

David Cooperrider

David Cooperrider of Case Western Reserve University broadened the vision of effective questioning’s potential impact when he developed Appreciative Inquiry (AI) as an affirmative approach collaborative organizational change.

This approach reduces resistance by focusing on desired change instead of the perceived problem, outlined in his book, with Diana Whitney, Appreciative Inquiry: A Positive Revolution in Change.

Appreciative Inquiry AI’s “4Ds” of organizational change share some similarities with Design Thinking Processes:

Discovery Phase – Appreciating strengths and best practices of the current situation
Dream Phase – Envisioning the value and benefits of a proposed change
Design Phase – Defining processes and organizational structures that can deploy demonstrated strengths while moving toward a defined change state
Destiny Phase – Strengthen the organizational system’s capacity to sustain ongoing positive change

-*How do you use questions to clarify direction and initiate change?

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How Can Dance Inform Business Thinking?

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Peter Lovatt

Peter Lovatt founded the Dance Psychology Lab at the University of Hertfordshire, which combines his performance experience as a professional dancer with his training as a research psychologist.

In several TED talks, he marvels at his career trajectory because he “was rubbish at school,” and was relegated to Special Education classes, probably due to his undiagnosed ADHD.

His career demonstrates an innovative synthesis of disciplines with his current research agenda investigating the impact of dance on problem solving using divergent thinking and convergent thinking strategies.

Peter Lovatt at TED

Lovatt’s experiments demonstrated that volunteers who engaged in improvised dance movements solved divergent thinking problems more quickly than when they performed more structured dance maneuvers, or no movement at all.

Similarly, his work showed these volunteers increased their speed of solving convergent thinking problems after they engaged in choreographed dance moves.

These findings may not imply that innovation teams should engage in structured and unstructured movements at work, but it does support the positive impact of dance movement on neural processing speed and problem solving.

Lovatt extended this work to patients with Parkinson’s disease, known to disrupt divergent thinking processes, to validate his findings with normal volunteers.
He demonstrated that Parkinson’s disease patients improved the divergent thinking problem solving after they engaged in improvised dance sequences, and hypothesized that these patients develop new neural pathways to “work around” dopamine-depleted blockages.

Peter Lovatt leading dance experiment

Lovatt’s group found increases in self-esteem among participants in dance styles that:

Include more improvisational elements (“high degree of tolerance for not getting it right”),
Are gender or culturally neutral
Raise the heart rate
Are repetitive
Encourage looser fitting clothes (in contrast to ballet)
Are non-competitive

Related Post on impact of dance:
Oxytocin Increases Empathic Work Relationships, Workplace Trust, Generosity

Twyla Tharp

MacArthur Fellowship and Tony Award-winning choreographer Twyla Tharp discussed innovation and collaboration through the lens of dance in two books with lessons applicable to business.

In The Creative Habit: Learn It and Use It for Life she asserts that creative expression requires perseverance, practice, hard work, “showing up,” and cultivating systematic habits to act upon innovative initiative.

This echoes the action-orientation advocated by Malcolm Gladwell in his observation of 10,000 hours of practice to develop virtuoso performance and by sports psychologist K. Anders Ericsson, summarized in these related posts:

Tharp’s The Collaborative Habit: Life Lessons for Working Together discusses both how collaboration can change the participants, and practical approaches to collaborative creation – which she acknowledges has not been completely smooth in some of her work with luminaries including Richard Avedon, Mikhail Baryshnikov, Bob Dylan, Milos Forman, Norma Kamali, Frank Sinatra.
Two related posts on Collaboration are:

Dance provides a fresh perspective and metaphor for business challenges including problem solving, innovation, and collaboration.

-*How do you react to Lovatt’s and Tharp’s application of movement in problem solving, collaboration and innovation?

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Squeeze a Ball, Improve Performance under Pressure

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Jürgen Beckmann

Improve performance under pressure by squeezing a ball or clenching the non-dominant hand before competition to activate specific motor regions of the brain, according to Jürgen Beckmann and his research team, who studied experienced soccer players, tae kwon do experts and badminton players.

The Journal of Experimental Psychology: General reported that right-handed athletes who squeezed a ball in their left hand before competing were less like to “choke under pressure” than right-handed players who squeeze a ball in their right hand.

Beckmann and collaborators Peter Gröpel and Felix Ehrlenspiel noted that when athletes don’t perform well “under pressure,” they may be focusing on their own movements rather than relying on automatic motor skills developed through repeated practice – or “muscle memory.”

They explained, “Rumination can interfere with concentration and performance on motor tasks … Many movements…can be impaired by attempts at consciously controlling them. This technique can be helpful for many situations and tasks.”

Iris Hung

Other applications include business situations like presentations or negotiations, or helping elderly people improve balance by clenching a ball before walking or climbing stairs.
Iris Hung the National University of Singapore found additional applications: Avoiding the temptation of sugary snacks in a cafeteria, enduring physical pain, and disturbing information.

Hendrie Weisinger

Hendrie Weisinger, whose best-seller Nobody’s Perfect was the first of 8 books, integrates this finding with other research-based recommendations to manage performance pressure with “Nerves of Steel.” His new book is scheduled for release by Random House in 2013.

His other books, including Emotional Intelligence at Work and Anger at Work, along with video excerpts are available on his website.

-*How do you maintain performance when experiencing pressure?

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“Greenlight Group”: No-cost, Self-managed Support to Achieve Professional, Personal Goals

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Gary Burlingame

Gary Burlingame recently published a meta-analysis of 40 studies that demonstrate the efficacy of groups for a number of conditions, and Dennis Kivlighan noted that group success is associated with participants’:

Shared purpose
Common identity
Social support through interaction
Reciprocal influence of the members on one another
Interpersonal feedback to reduce idiosyncratic individual perspectives and attitudes.

Dennis Kivlighan

In addition, groups can benefit more people at lower cost than individual coaching.

An example of these principles at work was reported recently at a large Silicon Valley technology company.

Jennifer Hartnett-Henderson

Jennifer Hartnett-Henderson [@JHartnettHender] organized a “Greenlight Group”, based on Keith Ferrazzi’s model outlined in his book, Who’s Got Your Back?

Using a “snowball” recruitment strategy, she brought together five individuals from different internal organizations, in varied roles and job levels.

The goal was to meet six times as a team over a 90 day period, to help each other achieve their most challenging professional and personal goals by giving each other feedback, supporting each other, and holding each other accountable to progress.

She outlined the benefits of “Greenlight Groups”, and executives at the company were impressed with the value proposition when they learned about it via “word-of-mouth”:

Self-manage career goals with no-cost peer support
Achieve personal goals
Access confidential peer support, feedback from trusted advisors

Over the six meetings:

Two participants transferred to new internal roles at higher grade levels
Two participants achieved greater work-life balance by reducing number of weekly work hours to less than 55 per week
Two participants dramatically increased social media presence
Two participants explored internal and external career opportunities
Two participants explored monetizing entrepreneurial opportunities
Two participants initiated weight-reduction program
One participant initiated exercise program
One participant increased exercise time and performance

This example suggests the value of self-organized, mutual-assistance groups to achieve professional and personal goals over a defined time period.

-*What self-managed career development programs have been effective in your workplaces?

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How and Who of Innovation

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Many innovation experts urge overcoming roadblocks by “doing something different”, and Alex Cornell joins the chorus in his Breakthrough!: Proven Strategies to Overcome Creative Block and Spark Your Imagination

In contrast, Tom Kelley offered more specific guidance in the stages of “how” innovation is managed at IDEO in
The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm:

•              Analyze the market, potential client groups, technology, and constraints for each innovation problem
•              Observe people in typical life situations
•              Visualize novel concepts and their intended customers
•              Evaluate and refine prototypes during rapid iterations
•              Implement new concept for commercialization

Steven Johnson offers seven non-linear principles of innovation in Where Good Ideas Come From: The Natural History of Innovation:

• Adjacent possible: Timing is essential for innovation to be accepted

• Liquid networks: Connections between different disciplines to enable ideas development and implementation

• Slow hunch: Insights incubate, germinate over time before becoming executable

• Serendipity: Spontaneous, chance juxtaposition of ideas applied to other

• Error: Outcomes considered “failures” from numerous trials may lead to – and be required – to successfully implement ideas

• Exaptation: Reusing existing ideas, technologies for a different purpose

• Platforms: Adapting, recombining existing knowledge, components, implementation approaches to develop something new

Expert innovators seem to follow these guidelines and have developed skill through what Geoff Colvin calls “Deliberate Practice” in “What Really Separates World-Class Performers from Everybody Else”, the sub-title of his book, Talent is Overrated.

He notes that Deliberate Practice is not considered “fun”, but is a highly demanding and repeated mental challenge, systematically designed to improve performance with consistent expert monitoring and feedback.

Colvin’s premise is based on K. Anders Ericsson’s classic Harvard Business Review article, “The Making of an Expert“, which outlines three contributors to superior performance across disciplines:

•             Deliberate Practice to improve existing skills and to extend the reach and range of skills
•             Expert coaching with consistent monitoring and corrective feedback
•              Support from family and mentors

Kelley of IDEO focused more recently on the “who” of innovation in The Ten Faces of Innovation: IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization, organized by Learning, Building, and Organizing capabilities:

•              Experience
•              Set Designer
•              Caregiver
•              Storyteller
•              Anthropologist
•              Cross-pollinator
•              Hurdler
•              Experimenter
•              Collaborator
•              Director
Meredith Belbin offered similar analysis of eight team roles in his Team Roles at Work and Management Teams: Why they succeed or fail to ignite collaborative strategy definition and execution.

These findings suggest that processes and practices can help shape innovation, but consistent, focused and attentive practice increases capacity to innovate more than “natural talent” — validating the well-known homespun advice to “work hard” and demonstrate a “strong work ethic.”

-*What processes and roles do you use to increase innovation at work?

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It’s Mostly Random, So Just Do Something

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Several recent books showcase Big Ideas in innovation:

Success often has random elements
Active experiments and reflective “incubation” are required for effective innovation.

Frans Johansson

Frans Johansson argues that most success “comes from things we cannot predict and plan: serendipitous moments, unexpected and spontaneous approaches, unusual combinations, and lucky breaks,” in the form of “click moments”, which can move people and ideas to a new, unexpected direction” in in Click: Seizing Opportunity in an Unpredictable World.

Leonard Mlodinow

Johansson, Leonard Mlodinow and Nate Silver (“American statistician, sabermetrician, psephologist”) all demonstrate that events are more random than people typically acknowledge, and Johansson recommends specific actions that individuals and organizations can take to favorably focus this randomness

Nate Silver

Follow your curiosity: Capitalize on interests and “passions” to drive creative explorations

Use cross-disciplinary, “inter-sectional” thinking to break “associative barriers”
Examine surprises and unintended consequences for possible inspiration and re-usable ideas
Be aware of opportunities everywhere, requiring a mindful engagement rather than living “automatically”, and explore “all” opportunities
Scan for momentum and align to it
Choose a less predictable, or more “contrarian” solution
Act: Place many “purposeful bets” to try many options, with no expectation or guarantee of “success”
Minimize bet size to reduce the impact of loss
Take the smallest executable step (measured by time, money, partners)
Calculate acceptable loss rather than focusing on return on investment
Create “large hooks” to scaffold and leverage creative “borrowing” from existing sources
Shift focus from the problem to enable cognitive “incubation” of ideas
“Double down” when opportunities are not obvious

Many of these recommendations are more similar to behaviors intended to increase creativity and innovation than to quantitative finesse maneuvers.

For example Johansson’s recommendation to engage in “purposeful bets” draws from Peter Sims’ recommendations to place Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, which are low-risk experiments to discover, develop, and test an idea.

Experiment to “fail quickly to learn fast” – see post on Eddie Obeng
“Play” by establishing a fun environment to cultivate innovation
Immerse by interacting with customers
Reorient by make celebrating small wins and undertaking improvement “pivots”
Iterate by frequently testing, refining and improving-*How do you detect and optimize opportunities?
-*How do you manage uncertainty in your career?

See more recommendations to boost innovation and creativity at: How and Who of Innovation LinkedIn Open Group The Executive Coach

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Blog: – Kathryn Welds | Curated Research and Commentary

Doonesbury Celebrates Women’s Contributions to Work Groups via Thought Diversity and Emotional Intelligence

Trusted Leader Assessment without a 360 Degree Evaluation

Powerful Non-Verbal Behavior May Have More Impact Than a Good Argument

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Deborah Gruenfeld

Deborah Gruenfeld is a social psychologist and professor at Stanford Graduate School of Business, who co-directs its Executive Program for Women Leaders.

Her research focuses on power and group behavior, and she notes that power can corrupt without conscious awareness.
She notes that power can disinhibit behavior by reducing concern for the social consequences of one’s actions, and by strengthening the link between personal wishes and acts that fulfill these desires.

Her recent work demonstrates that power leads to an action-orientation, limits the ability to take another’s perspective, and increases the tendency to view others as a “means to an end.”

This talk reviews her research and its practical implications, such as non-verbal behaviors that anyone can adopt to increase the impression of being a powerful individual.

-*How have you seen powerful non-verbal behavior trump the content of an argument?

Organizational Hierarchies are Easier to Understand, Remember, Manage – Especially those Lead by Men…

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Larissa Tiedens

Larissa Tiedens of Stanford’s Graduate School of Business and Emily Zitek of Cornell, assert that “we produce hierarchies to make our lives easier cognitively… (so we) like them more.”

They conducted a series of studies, published in the Journal of Personality and Social Psychology, to investigate organizational structure preferences and their impact on organizational performance. They suggest that organizational design should be determined by organizational objectives rather than allegiance to the ideal of “equality” in all situations.

Emily Zitek

Tiedens and Zitek demonstrated that there was a negative correlation between remembering and liking hierarchies; that is, people didn’t like what they couldn’t easily remember, and they liked what they could remember.

They observed that participants had difficulty understanding and learning symmetric organizational relationships, in which people could give orders to peers and receive orders from these same peers.

Their final experiment determined that participants more quickly memorized hierarchies in which men were at the top, and surmised that male hierarchies are more familiar and expected than other types of social structures.
As with the other experiments, the subjects were more likely to express a preference for the structure they learned the quickest.

Tiedens and Zitek conclude that people generally understand, learn, and like hierarchies more than egalitarian relationships because they are predictable and familiar.
If firms eliminate hierarchies, Tiedens suggests making explicit specific role because “people need a way of organizing information, including information about relationships among people. You need a way to enhance people’s ability to understand what the organization is and how individuals operate within it.”

-*Which organizational hierarchies do you find most memorable? Which are most attractive to you?

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Blog: – Kathryn Welds | Curated Research and Commentary

Kathryn Welds, PhD | Curated Research + Commentary

Consulting Organizational Psychologist | Change Consultant | Leadership+Career Master Coach | Coach Supervisor+Mentor Coach |

Category Archives: Career Development

Effective Questions as Change and Innovation Catalyst

How Can Dance Inform Business Thinking?

Squeeze a Ball, Improve Performance under Pressure

How and Who of Innovation

It’s Mostly Random, So Just Do Something

Doonesbury Celebrates Women’s Contributions to Work Groups via Thought Diversity and Emotional Intelligence

Trusted Leader Assessment without a 360 Degree Evaluation

Powerful Non-Verbal Behavior May Have More Impact Than a Good Argument

Organizational Hierarchies are Easier to Understand, Remember, Manage – Especially those Lead by Men…

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