Roberta, great food for thought here. I caution my clients, when they coaching, to simply be aware of the word “why”. It can be seen as accusatory depending on the tone of voice. On the other hand, with a neutral or curious tone, it can surface all sorts of interesting things. Additionally, with a little thought, many “why” questions can be turned into non-accusatory “what” questions.

Thanks MJ. As you know, I tend to take the opposite view to try to draw some comparisons. It is a good idea to “warn” clients of the risks when using the “Why” word. I do suspect that if it is an issue for them, then they may have similar issues with other questions. I do contend that “Why” is a fundamental question for innovation, vision, creativity, exploration, strategy etc. Leaders must be prepared to ask it and it will help others to look at the bigger picture as well as their values.

Disclosure: Of the five W's and How, questions – I have discovered that different “personalty types” have a favourite – and mine is WHY.

Hi Roberta,

Here's a short extract from an article (http://www.technobility.com/docs/article071.htm) that I wrote some time ago. Enjoy…

As children, our most commonly asked question, designed to help us understand how the world works, and not just drive our parents crazy (although that was fun), was the loaded question, “Why…?” It was closely followed by the other questions “How?”, “Who?”, “Where?” and “When?” (Reporters expanded this list with “What?” You have to go to journalism school to learn this)

I don’t know if those questions, especially the question “Why” are hard wired into our brains, but it would not surprise me, if some extremely expensive psychological study discovered this to be the case. All children, without exception, ask “Why” and we did so until our teachers and parents lost their patience and stifled our curiosity by responding with “Because I said so!”

“Why?” is the first step to wisdom. It is possible to perform highly complex tasks by rote, with no knowledge of why we’re doing what we’re doing, but the moment something unexpected happens, then we’re lost. Once our written script fails us, then we have none of the knowledge necessary to help us create a new one. On the other hand, if we know “why” we were doing what we were doing, then we have at least a fighting chance of figuring out what to do in new circumstances.

Despite the attempt by the adults of our childhood to relegate the question “Why” to the list of seven questions we must never ask in public, we all still have this inherent need to know the “Why” behind any command or instruction, especially when we’re being asked to change.

Peter, thanks for the excerpt. Appreciate the extra addition – so not only should leaders learn to ask “Why” appropriately but they should be encouraging followers to do the same if sustainable change is to occur.

An Organization that responds 'well to Change' is an organization that
1) Creates a safe and welcoming environment for all questions.
2) Truly welcomes the dialogue that questions initiate
3) Is savvy enough to KNOW in advance what the key questions are, and is deeply prepared to answer them.

Organizations that are lousy at Change
1) Fear questions – and punish those who have the temerity to ask 'why'…
The employee 'crime' committed in the 'book' 'Who Moved my Cheese' are the 'little' people who have the gall to ask 'Why?'
2) Ignore the important questions… who will speak for HOURS without addressing the important questions. For example… Will I lose my job?
3) Cannot answer the question 'Why is this Change necessary?'

As you can tell? The question 'Why?' is both a Touchstone and a Hot Button for me.