people’s faces & body language to tell the truth and best understand a situation.
“Right. Well, you’re the boss because everyone else, they waited, you know just a millisecond before they laughed. You, you laughed but in truth you found it offensive, right? Being the family man that you are. You, you got turned on by it. And you, well you’d heard it before but you laughed anyway. You’re laugh was fake. So…”
- Ask open-ended questions that determine facts from opinions such as: “what evidence do we have to support that?”
- Ask open-ended questions that help clarify assumptions such as: “what assumptions are me making?” or “what assumptions need to be made in order for this to work?”
- Ask open ended questions to see differences such as: “what were you expecting?” or “how do you see this playing out in a month? 5 months?”
- Recognize biases! If everyone is waiting until the boss reacts or you’re team tends to agree with information they already know, you’re probably experiencing biases.
- Ask the same questions in different ways. For example asking, “what do you want for dinner?” and “what don’t you want for dinner?” will yield different answers.
- Recognize when things get emotional. Keep meetings objective. Remind people of the goal. If you’re evaluating a project plan, stick to the information being presented. If you see things are getting emotional, it’s best to take a break.
- Create a checklist for data. For example, you may want to ask: where is the data came from? What the data says? Why you should consider the data? How else it can be interpreted?
- Bring in multiple sources to, among other things, reduce the risk of confirmation bias.
- Ask others to critique ideas. Some companies even delegate a different person as the “devil’s advocate” for every meeting.
Editor’s Note: This is a guest post by Elizabeth Pauker-Silva