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PHOTO ILLUSTRATION BY BRYANT FUKUTOMI

Inquiry or Inquisition?

There's a diplomatic way to ask
questions so as not to put
people on the defensive

I never cease to marvel at what can be learned simply by opening a dictionary. Today's "Ah ha!" experience was discovering that the words inquiry and inquisition are so close alphabetically that they sit one above the other. But in terms of their meaning, and the implications of those meanings for effective leadership and organizational excellence that's where their similarity ends.

An inquiry, we are reminded, is "the seeking or request for truth, information or knowledge."

An inquisition on the other hand is "characterized by a lack of regard for individual rights, prejudice on the part of the examiner, and harsh, prolonged, difficult questioning ... sometimes even resulting in 'recklessly cruel punishments.'"

I introduce these two definitions for two reasons. One, organizations are increasingly coming to recognize the vital importance of creating and sustaining a culture of learning versus blaming. And, two, they are -- in my experience -- still not helping employees learn how to become willing collaborative partners in a process of inquiry versus fearful avoiders of what feel like inquisitions.

Let's look at some of the more typical cues that an inquisition is in the making and how to more effectively manage them:

Questions whose content focus is "Who?" or "Why?" will create problems on several counts. The latter invites a "because" response replete with rationalizations. The former invites "passing the buck."

These dysfunctional consequences will be particularly likely if the music tone of voice and non-verbal body language that come along with the words are not very carefully chosen. You can prove this to yourself right now.

Try to imagine that something important has not gone according to plan. Feel the natural and understandable frustration of the event. See yourself in your mind's eye asking "Why?" or "Who?" Can you hear a slightly raised tone of voice? Can you see the second finger on your dominant hand pointing or shaking a bit?

All of these will contribute to defensiveness, to less information and knowledge being shared, and maybe even to less truth being spoken.

While the heat of the moment will make it a challenge, focusing on "What?" and "How?" are much more likely to contribute to the needed inquiry. The reason for this lies in the behavioral interdependence inherent and inevitable in all systems.

The old '60s saying put it: "If you're not part of the solution, you're a part of the problem." In this case, because of the interdependent nature of human systems, everyone involved has made some contribution to the problem. Therefore everyone owns some responsibility and accountability for seeking and contributing to both the learning and the solution.

The leader has a unique responsibility and opportunity to set the tone for the collaborative non-judgmental environment needed. She or he does so by taking the lead in making "I" statements:

As each participant shares their story of what has happened and how, the focus must be kept on non-judgmental attentive understanding -- on inquiry. Not selective listening and debating in order to try to poke holes in someone's story -- inquisition.

When leaders and group members both learn how to exhibit these kinds of behaviors, a quite remarkable thing happens: Very often, the underlying problem becomes patently obvious to everyone. It emerges in the areas identified as the differences between each person's story of what has happened and how ... from their particular perspective.

And, to paraphrase our '60s axiom, because we were all part of the problem, we can now turn our attention to collaboratively being partners in the solution.

Is it worthwhile investing in this kind of behavioral training?

The choice is quite simple. Organizations that conduct inquisitions versus inquiries are less able to learn, adapt and grow. Like dinosaurs, they risk either obsolescence.

The difference between inquiry and inquisition may be one thin line in the dictionary, but when it comes to organizational excellence, it is the bottom line.

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