Humble Inquiry: The Gentle Art of Asking Instead of TellingCommunication is essential in a healthy organization. But all too often when we interact with people—especially those who report to us—we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it. |
Contents
Creating Positive Relationships and Effective Organizations | 1 |
1 Humble Inquiry | 7 |
2 Humble Inquiry in PracticeCase Examples | 21 |
3 Differentiating Humble Inquiry from Other Kinds of Inquiry | 39 |
4 The Culture of Do and Tell | 53 |
5 Status Rank and Role Boundaries as Inhibitors | 69 |
6 Forces Inside Us as Inhibitors | 83 |
Other editions - View all
Humble Inquiry: The Gentle Art of Asking Instead of Telling (Large Print 16pt) Edgar H. Schein No preview available - 2013 |
Humble Inquiry: The Gentle Art of Asking Instead of Telling Edgar H. Schein No preview available - 2013 |
Common terms and phrases
achieve acknowledgment Amy Grant answer appropriate art of Humble attitude baton become behavior biases boss Brown build a relationship chapter complex conversation create cultural rules curiosity defined demeanor dependent Digital Equipment Corporation doctor Edgar H Edgar Schein example expect feel form of inquiry goals Here-and-now Humility hospital Humble Inquiry important improvisation theater intentionally left blank interdependent interest Johari Window judgment kind of humility launch leaders managers Mary mistake mutual nurse oncologist one’s open communication option organization organizational Organizational Culture ourselves patient positive relationship pragmatic problem Process Consultation profes professional reactions Receive Help reflect quietly rela relationship building relay race respect role Schein seesaw social someone status Stephen Potter subordinate surgical team tacit assumption talk Tanaka task accomplishment task-oriented team members telling things tion tionships told trusting relationship trying tural U.S. culture understand vulnerable