Summary of “Harvard Business Review”

How do you know it’s ripe for a breakthrough question? It’s probably a good candidate if it “Makes your heart beat fast,” as Intuit’s chairman and CEO, Brad Smith, put it to me.
The question burst methodology, by design, reverses many of those destructive dynamics by prompting people to depart from their usual habits of social interaction.
Not All Questions Are Created Equal Often, as I’m outlining the rules for a question burst, people ask what kinds of questions they should contribute-or how they can be confident that a question is a good one for further pursuit.
The more surprising and provocative the questions are, the better.
Is there some magic about precisely four minutes and 15 questions? No, but the time pressure helps participants stick to the “Questions only” rule.
After poring over survey data from more than 1,500 global leaders, I’m convinced that part of the power of the question burst lies in its ability to alter a person’s view of the challenge, by dislodging-for most-that feeling of being stuck.
Of course, many business leaders, recognizing the imperative for constant innovation, do try to encourage questions.
In a recent interview he said: “When you’re a student, you’re judged by how well you answer questions. Somebody else asks the questions, and if you give good answers, you’ll get a good grade. But in life, you’re judged by how good your questions are.” As he mentors people, he explicitly focuses their attention on making this all-important transition, knowing “They’ll become great professors, great entrepreneurs-great something-if they ask good questions.”

The orginal article.