By Warren Berger
During this groundbreaking publication, journalist and innovation specialist Warren Berger exhibits that some of the most robust forces for igniting switch in company and in our day-by-day lives is a straightforward, under-appreciated tool—one that has been to be had to us given that formative years. Questioning—deeply, imaginatively, "beautifully"—can support us determine and resolve difficulties, get a hold of game-changing rules, and pursue clean possibilities. So why are we regularly reluctant to invite "Why?"
Berger's marvelous findings exhibit that even if young ones start off asking 1000's of questions an afternoon, wondering "falls off a cliff" as teenagers input college. In an schooling and company tradition devised to present rote solutions over hard inquiry, wondering isn't encouraged—and, in reality, is usually slightly tolerated.
And but, as Berger indicates, the main artistic, winning humans are typically professional questioners. They've mastered the paintings of inquiry, elevating questions nobody else is asking—and discovering robust solutions. the writer takes us inside of red-hot companies like Google, Netflix, IDEO, and Airbnb to teach how wondering is baked into their organizational DNA. He additionally stocks inspiring tales of artists, lecturers, marketers, basement tinkerers, and social activists who replaced their lives and the realm round them—by beginning with a "beautiful question."
Berger explores very important questions, such as:
- Why aren't we nurturing kids' average skill to question—and what can mom and dad and faculties do approximately that?
- given that wondering is a place to begin for innovation, how may possibly businesses and enterprise leaders start to inspire and make the most it?
- And most crucial, how can each one people re-light that wondering spark—and use inquiry as a robust capability to reconsider and reinvent our lives?
A extra attractive query outlines a realistic Why / What If / How method of inquiry that could consultant you thru the method of leading edge questioning—helping you discover innovative, strong solutions for your personal "beautiful questions."
Read or Download A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas PDF
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Extra info for A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas
1 Love Your People Psychological distance is extremely dangerous for leaders. When you lose perspective and start to think you’re something more than just another member of the team, you undercut any progress you might have been making in building trust and affection between yourself and your workforce. Workers sense your egotism and arrogance and distance themselves. Small conflicts become bigger conflicts. Loyalty and job satisfaction plummet. This is not to suggest that executives should dispense with their egos entirely, or that they shouldn’t be proud of all they’ve accomplished.
I made it a few hundred yards before I had to stop. The day after that, I managed a few hundred yards again. The day after that, I went farther—a quarter mile. Then I made it a half-mile. Then a mile. As the weeks passed, the pounds melted off and I felt better. I also got a start in a new career, interviewing for a job managing security for Los Angeles Orthopaedic Hospital, the same hospital that had provided most of my care. Although I had been a security officer before, I had no experience running an entire operation.
My title goes only so far. It may sound strange for an executive to enjoy having others act as his boss. I’ve spent my career building authority—why give that up? I have three answers. First, in temporarily relinquishing authority, you get back more of it. That’s because workers bestow informal respect on you along with their loyalty. Second, I admit it: I’m a strange CEO. But at least I’m not (I hope) an arrogant, entitled, or distanced CEO, which would be far worse. Finally, I must confess that briefly identifying as a line employee can come as a bit of a relief.