The Surprising Power of Questions
“Good questions unlock information, relationships, and ideas that otherwise stay hidden.”
— Brooks, Huang & Galinsky, Harvard Business Review (2018)
Questions are among the most underused tools in leadership and negotiation.
Harvard researchers Alison Wood Brooks, Karen Huang, and Adam Galinsky found that people don’t ask enough questions — not because they lack curiosity, but because they underestimate their power.
At Tafawuud, we view questioning as a strategic behavior — a method for unlocking insight, trust, and alignment in complex negotiations.
1. Why We Hold Back
Even experienced leaders often hesitate to ask the questions that matter most.
The research highlights five psychological barriers:
Egocentrism – focusing on what we want to say, not what we need to learn.
Apathy – assuming we already know the answer.
Overconfidence – believing our assumptions are accurate.
Worry – fearing that questions may appear intrusive or uninformed.
Ignorance – not realizing how powerful good questions can be.
The result: missed information, weaker relationships, and slower learning.
2. The Follow-Up Effect
People who engage with partners that ask thoughtful, follow-up questions tend to feel more respected and heard.
Follow-ups signal attention and empathy — the essence of active negotiation listening.
At Tafawuud, we call this the “Thinking Point”:
The moment when a well-timed question shifts the tone from persuasion to discovery.
3. The Art of Framing Questions
Not all questions are equal. The approach depends on the goal of the conversation — exploration, persuasion, or verification.
Open-Ended Questions invite elaboration and foster connection but can give room to dodge or distort.
Closed Questions clarify facts and limit ambiguity.
The balance between the two shapes both trust and accuracy.
Example:
“This business will need new equipment soon, correct?”
Such phrasing signals assumption, reducing the likelihood of deliberate omission.
4. Ethics and Trust in Questioning
Researchers warn against manipulative questioning techniques — such as varying scales to trap respondents or escalating sensitivity too fast.
While these may yield short-term data, they erode trust in relationships.
Ethical questioning builds sustainable rapport by starting broad and moving deeper:
Begin with less sensitive questions.
Escalate slowly toward more private or strategic areas.
People are far more willing to share when they sense authentic curiosity rather than control.
5. From Data to Discovery
Questions that invite thought — not defense — foster smoother rapport and lead groups toward shared discovery.
They transform the tone of interaction from interrogation to collaboration.
In complex negotiations, a single well-framed question can reveal interests that months of analysis overlook.
Tafawuud Insight
In negotiation, knowledge is rarely hidden — it’s simply unasked.
Asking the right question, at the right time, with the right intent, is one of the most reliable ways to create value.
“What am I not asking you that I should?”
That question alone can change the course of a conversation.
References
Brooks, A. W., Huang, K., & Galinsky, A. D. (2018). The Surprising Power of Questions. Harvard Business Review, May–June Issue.
Harvard Law School – Program on Negotiation (PON). Negotiation Communication and Inquiry Frameworks.
Galinsky, A. D. (2014). Friend and Foe: When to Cooperate, When to Compete, and How to Succeed at Both.Crown Business.
