Lately I’ve been thinking a lot about questions. We all have a ton of questions these days, especially with all the changes happening in our field. It struck me that questions don’t just reveal reality—they help create it.
Now, I realise that might sound a bit out there, but bear with me.
Have you ever wondered if there are right or wrong questions? Short answer? Maybe not right or wrong per se, but there is definitely a differentiating factor when we look at the impact our questions have—the way we ask them, the ones we choose to ask, and even who we ask.
So, if it’s the case that we need to start asking better questions we need to first find how we actually do that. Now there are a lot of different paths you can go down to do this, but there are three practical approaches that can go a long way toward transforming how you work with clients and more generally in your day-to-day work.
Consider the Frame
When we ask a question, we need to understand that how we ask, what we ask, and what we choose not to ask will begin to set the boundary constraints for the answer. Consider a question that many would have heard recently, “How will AI impact legal practice?”–we’re already positioning ourselves as passive observers, almost like we’re waiting for something to happen to us. By being passive, we’re missing the chance to take action right from the start.
But what if we reframed that question? What if we asked, “How can we actively shape the integration of AI into our practice to better serve our clients?” This shift does more than merely rearrange words–it completely changes the way we think about the situation. While the first question places us in the position of spectators, analysing potential impacts from a distance, the second positions us as architects of change, actively engaged in crafting solutions.
The subtleties in question framing change not just the answer but the entire mental model we will use when we approach the problem. Consider how different questions activate different parts of our problem-solving capabilities: “What are the risks of AI?” naturally leads us toward defensive thinking, while “What opportunities can we create using AI?” engages the more innovative and creative faculties at our disposal. It’s not just about being optimistic or pessimistic—it’s about how our questions shape the way we think.
Take the legal practice example: the reframed question moves us from bystanders to active participants, but perhaps more importantly, it expands the “solution space” available to us. Instead of preparing for a predetermined future, we’re now looking at ways we can shape it. This subtle shift in questioning can be the difference between reactive adaptation and proactive innovation.
As I type this article out, I have music in the background (the Arcane Season 2 soundtrack for those curious readers). Luckily for me, it answered my own question of how I can convey the neuroscientific side of this equation with a neat analogy. Now, I should mention that this analogy simplifies some complex stuff, but it does help show how the way we frame things affects our thoughts, feelings, and our actions.
You know how different songs can alter your mood – like listening to old school rock during a workout, or some gentle symphonies when you need to sleep? Well, think of your brain’s question-processing system as a sophisticated mixing console in a recording studio (those things with all the dials, switches, and slides), where each slider and dial represents different neurochemical pathways and cognitive processes. The way we frame a question is like adjusting these controls, creating distinct “sound profiles” in our neural response.
When we encounter a negatively framed question (“What problems might AI introduce?”), it’s as if we’ve adjusted the “caution” and “alertness” sliders, leading to increased activity in areas like the amygdala, which plays a key role in processing emotions such as fear and anxiety. This heightened state can activate the body’s stress response system, preparing us to address potential threats. It’s similar to how a sound engineer might emphasise deeper, more resonant frequencies to create a sense of tension or urgency in a track.
On the flip side of the coin, when we face a positively framed question (“How can we harness AI for our benefit?”), we’re adjusting multiple controls to engage regions like the prefrontal cortex, which is involved in planning and decision-making. This framing can stimulate the release of neurotransmitters like dopamine, associated with reward and motivation, enhancing our focus on possibilities and solutions. It’s like turning up the treble to make the song feel more upbeat and exciting.
The fascinating part is how these different “mixes” create entirely different neural soundscapes. Just as a skilled sound engineer can transform the same basic track into either an uplifting anthem or a melancholic ballad by adjusting the mix, the framing of our questions can transform the same fundamental topic into either a threat to be managed or an opportunity to be seised.
Each question type essentially creates its own unique “neural playlist”–a cascade of neurochemical responses that shape not just how we think about the answer, but how we feel about our capacity to engage with it.
Focus on Outcomes, Not Just Processes
When we frame questions around processes alone, we risk getting lost in the machinery of how things work rather than understanding what they work towards. Consider how often we ask questions like “What steps should we take?” or “How does this system function?” These are process-oriented questions that, while valuable as they root themselves in the present, can inadvertently narrow our field of vision to the mechanical aspects of change rather than its ultimate purpose.
Instead, focusing on outcomes makes us think differently altogether. When we ask, “What would success look like?” or “What impact do we want to have?”, we’re engaging in a type of prospective thinking–a form of mental “time travel” that activates our brain’s visualisation centers. It’s not just about being positive; it’s about setting up our minds to see things differently, which can actually change our reality.
Think of it like programming a GPS system. Process-focused questions are akin to asking about the turn-by-turn directions, while outcome-focused questions establish the destination. Obviously, both are important! Without a clear destination, even the best and most precise directions are nothing more than meaningless wandering. And yet, we so often find ourselves getting bogged down in the “how” before we’ve fully explored the ‘what for.’
This shift from process to outcome questioning doesn’t diminish the importance of understanding mechanisms–rather, it ensures that our investigation of processes is guided by a clear sense of purpose. It transforms our questions from “How do we implement this technology?” to “What transformative value can we create through this implementation?” The first keeps us stuck in old ways of thinking, while the second opens the door to new ideas.
Question Ecology: Context and Environment
While we’ve explored how question framing shapes our reality through individual agency and intention, we must acknowledge that we, and consequently, our questions don’t exist in isolation—they emerge from and interact with the complex systems of our immediate and broader context and environments. Just as an ecosystem both shapes and is shaped by its inhabitants, our questions exist within “nested hierarchies” of influence.
To briefly explain, nested hierarchies refer to a systems theory concept where smaller systems are embedded within larger ones, each influencing and being influenced by the others. Think of it like a set of Russian nesting dolls: each doll is part of a larger structure but still retains its own distinct characteristics. For example, in human systems, an individual operates within a team, the team exists within an organisation, the organisation functions within broader societal and economic systems, which in turn exist within a geopolitical environment, and so on. This intertwined, layered structure means that changes at one level ripple through the others, shaping how individuals think, act, and—crucially—frame their questions. Understanding that we all exist within interconnected systems—with influence flowing both ways—helps us see how our inquiries are shaped by the broader contexts we’re part of, as well as how our questions can impact these larger systems.
Consider how different contexts within the same firm elicit different types of questions. A junior associate in the New York office might focus on immediate client deliverables and ask, “What can we do to exceed our client’s expectations this quarter?” Meanwhile, a partner in the London office might be contemplating long-term strategic positioning and ask, “How can we innovate our service offerings to lead the market over the next five years?”
Similarly, under different leadership styles, the nature of questioning can shift significantly. A team led by a manager who encourages open dialogue and innovation might frequently hear questions like, “What new approaches can we bring to solve our clients’ challenges?” In contrast, a team under a more traditional, risk-averse leader might focus on questions such as, “How can we ensure compliance with established protocols?” Neither line of questioning is inherently superior; each is an adaptation to the specific context, leadership style, and immediate goals of that team or department.
This shows us something important: yes, what we choose to ask matters, but our questions are also shaped by our workplace—the rules and culture of our organisation. An employee may have innovative ideas and well-framed questions but might find themselves in a firm culture that doesn’t encourage deviation from established practices. Conversely, a firm that fosters a culture of curiosity and continuous improvement can empower its employees to ask transformative questions that drive the organisation forward.
By seeing how our own questions and our workplace environment affect each other, we can ask better questions and help create a place where good ideas can grow. If we recognise that our firm’s culture, leadership styles, and organisational structures influence the types of questions we ask, we can work towards cultivating contexts that encourage more expansive and innovative questioning.
Just as systems require diversity to remain resilient, our questioning environments benefit from maintaining multiple perspectives and approaches. When we acknowledge this systemic nature, we can move beyond seeing “better questioning” as purely an individual skill and begin to understand it as part of a larger ecology of thought and interaction.
But there’s more to it: the types of questions we ask can significantly influence the responses we get.
So, what’s the takeaway here?
Ultimately, the questions we ask are powerful tools that shape not only the answers we receive but also the reality we create for ourselves and those around us. When we ask active questions, focus on what we want to achieve, and pay attention to our surroundings, we open up new possibilities and can make real change happen.
In our professional lives, especially within the dynamic environments of service firms, adopting these approaches can transform the way we engage with clients, colleagues, and the challenges we face. By moving from passive to proactive questioning, we position ourselves as architects of our future rather than mere observers. By clarifying our desired outcomes, we ensure that our efforts are purposeful and aligned with our goals. And by understanding the broader systems at play, we can navigate structural constraints and cultivate environments that encourage innovative thinking.
So, what’s the takeaway? Let’s start being more deliberate with our questions. Remember, they have the power to change how we think and act, and even the world around us.
Next time you face a challenge or an opportunity, pause and consider: What question will you ask?