Humble Inquiry & Collaborative Work Elizabeth Schrimpf, MA, - - PowerPoint PPT Presentation

Humble Inquiry & Collaborative Work

Elizabeth Schrimpf, MA, LPC, CCC Adult Career and Special Student Services UW-Madison IT Professionals Conference 2020

Humble Inquiry 101

Level 1 Relationships I know of - but not about - you Level 2 Relationships I know some things about you. Level 3 Relationships I know lots of things about you. Collaboration cannot thrive in Level 1 Relationships - you need to be at Level 2 or higher to truly collaborate. The act of asking genuine questions (humble inquiry) moves us through the relational levels Asking > Telling

Goals of HI

Shift attitude from one of “telling” to one of “learning” I know what you need & what to do We both have ideas about what is necessary and what needs to be done - let’s find common ground Build relationship through genuine communication I am in charge; Listen to me We can make better decisions if we make them together Engage in collaborative problem solving

What is the purpose of humble inquiry? Why should I bother?

Humble Inquiry Process

• Ask questions you do not know the answer to in

ways that does not presume an answer

• Seek more detail
• Express confusion
• Practice sharing information without giving

instruction

• Let go of “winning/losing” mindset
• Give facts without implications
• Let go of hierarchy and prioritize perspective
• Recognize how perspective affects outcome
• Understand that hierarchy influences - but doesn’t drive
• decision making
• Reject task-specific conversation
• Focus on information instead of accomplishment

Humble Inquiry Practice

Example 1

Client calls for help Misdiagnosed situation Professional wants to double-check Ask questions you do not know the answer to Practice sharing information Let go of hierarchy and prioritize perspective Reject task-specific conversation

Example 2

Two professionals on project Different ideas on what steps to take Ask questions you do not know the answer to Practice sharing information Let go of hierarchy and prioritize perspective Reject task-specific conversation

Example 3

Employee & Manager disagree Employee wants more information Manager is concerned with other priorities Ask questions you do not know the answer to Practice sharing information Let go of hierarchy and prioritize perspective Reject task-specific conversation

Examples:

1) Client/Customer misdiagnosed issue; professional needs to know more 2) Peers disagree; need to come to consensus 3) Manager/Employee disagree; need to move forward Ask questions you do not know the answer to Practice sharing information Let go of hierarchy and prioritize perspective Reject task-specific conversation Questions to consider: When did you experience a situation like this? What happened? How could humble inquiry have helped? What might you do differently next time?

Troubleshooting

Any initial reactions, thoughts or feedback? Do you see this method in your work? Any final reactions, thoughts or feedback?

Construct Your Career @UW

Adult Career Services 608-263-6960 Elizabeth Schrimpf elizabeth.schrimpf@wisc.edu

https://acsss.wisc.edu/career-planning-uw-madison-employees/

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