Index
acknowledgment, basic, importance of, 79–80
action-oriented questions, 45
anxiety, survival, 100
artistic abilities, engaging one’s, 104–5
asking, 7–8
skills of, 99–100
telling vs., 3–4
ways relationships are built by, 8–10
assumptions, tacit, 53–54
basic acknowledgment, importance of, 79–80
basic humility, 11
basic trust, 79–81
blind self, 85
case examples, of Humble Inquiry
getting commitments, 29–31
getting help from subordinates, 24–26
giving directions, 31
initiating culture change, 31–33
missing opportunities, 21–24
power of ignorance, 33–34
providing choices, 35–36
succession plans, 27–29
surgical team, 14–18
causes, questions about, 44–45
concealed self, 85
confrontational inquiry, 46–48
confrontational process inquiry, 49
conversations
Humble Inquiry and, 41–42
for improving communication, 9
coordination, becoming sensitive to, 106–7
cultural islands, building, 107–9
culture
hallmarks of, in United States, 55–58
as inhibitor of Humble Inquiry, 53–54
national, 77–79
occupational, 77–79
organizational, 77–79
reasons for focusing on biases in, 61–63
of Tell, 58–61
deference, 69–71
demeanor, 69–71
denial, 91
diagnostic inquiry, 43–46
diagnostic process inquiry, 49
Digital Equipment Corporation, 40
economies, trust and social, 79–81
espoused values, 53–55
expressive vs. instrumental relationships, 72
feedback, communication, 86–87
feelings, questions about, 44
gamesman, 60
gamesmanship, 59–60
Gittell, Jody, 106
Here-and-now humility, 10, 11–13, 54
feelings of, 19
Humble Inquiry. See also inquiry; questioning; questions
case examples of, 21–37
conversations and, 41–42
culture as inhibitor of, 53–54
defined, 2
differentiating types of questions and, 19–20
as form of inquiry, 40–43
motivation to explore, 2–3
questions, asking yourself, 102
slowing down and, 101–2
humble process inquiry, 49
humility
surgical team example of kinds of, 14–18
hurrying, Humble Inquiry and, 101–2
Ingham, Harry, 84
inquiry. See also Humble Inquiry; questioning; questions
defined, 18–20
forms of, 39–49
instrumental vs. expressive relationships, 72
intervention, 94–95
Johari window, 84–89
judgment, 93–94
Langer, Ellen, 103
leaders
building relationships with team members and, 107
challenges of, 63–65
learning, 100–101
learning anxiety, 100–101
lifeman, 60
Luft, Joe, 84
mindfulness, 103–4
motivations, questions about, 44–45
national culture, 77–79
new learning, 100
observation, 90–91
occupational culture, 77–79
Olsen, Ken, 40
one-upmanship, 59–60
open self, 84
organizational culture, 77–79
ORJI cycle, 89–90
observation (O), 90–91
reaction (R), 91–93
judgment (J), 93–94
intervention (I), 94–95
personalization
defined, 74–75
as relationship building, 75–77
person-oriented relationships, 72–74
Potter, Stephen, 59–60
processed-oriented inquiry, 48–49
projection, 91
questioning, as science and art, 18–19
questions. See also inquiry
about feelings and reactions, 44
about motivations and causes, 44–45
action-oriented, 45
asking right, 3–4
confrontational, 46–48
differentiating types of, and Humble Inquiry, 19–20
Humble Inquiry, asking yourself, 102
reasons for learning to ask better, 1–2
systematic, 45–46
rank, status and, 69–71
reaction, 91–93
reactions, questions about, 44
reflection, on one’s behavior, 106
relationships
asking and building, 8–10
building, between humans, 4
building, between leaders and team members, 107
instrumental vs. expressive, 72
personalization for building, 74–77
person-oriented, 72–74
task-oriented, 71–73
ways asking builds, 8–10
relationships, building, 4–5
relative status, 72
role relations
personal-oriented, 72–74
task oriented, 71–74
self
social economies, 79–81
status
rank and, 69–71
relative, 72
survival anxiety, 100
systematic questions, 45–46
tacit assumptions, 53–54
task-oriented relationships, 71–74
team members, building relationships with, 107
Tell, culture of, 58–61
telling, 7–8
trust, 9
economies, 79–81
U.S. culture, hallmarks of, 55–58
values, espoused, 53–55
Wasserman, Ilene, 105