Beyond the 5 Ws: Ask Questions as a Philosopher; Answer as a Visionary

People, and particularly philosophers, have always been interested in knowing the best questions to ask. The 5Ws  and other questioning techniques were developed as a result.

Get him to the Greek

I majored in Civil Engineering at Edinburgh University for my four years there.  But when I arrived, due to my A-Level grades, I was offered direct entry into the second year. These grades were much more of a reflection upon my excellent teachers than upon me (especially when it came to my Maths grade which was frankly miraculous). But I saw an opportunity presented by this offer and therefore immediately leapt at it.

I went into the office of my Director of Studies and duly proposed that instead of starting either year one or two of engineering, that I should study Ancient History and Archaeology instead. After all, if I did not need to do the first year of engineering surely I was free to study other things? It was not a question that he was expecting. My request was so unusual that he did not really know what to say. The moment of confusion created by my question was just enough for me to persuade him that this subject swap was not just possible, but was actually a really good idea to broaden my education.

I have always loved history and at that time I was getting increasingly interested in philosophy too.  Therefore I was excited about getting the chance to delve into the thinking arising from the ancient world, and Greece in particular.  After all, the system of thought born in Greece was foundational to the development of culture in Europe and the West.

The Grandaddy of Philosophy

“I know you won’t believe me, but the highest form of Human Excellence is to question oneself and others.” – Socrates

When studying European ancient history there are some larger than life characters that you cannot get around. Visionaries such as Alexander the Great and Julius Caesar reshaped the physical and political landscape. Others, such as Socrates, Plato, and Aristotle redefined the conceptual and intellectual environment.

Socrates was immortalized in the idealistic writings of Plato and has become something of the hero and father of Western Philosophy.  His thinking contributed to the fields of ethics, logic, and pedagogy (teaching), to name but a few.

The Socratic Method

But perhaps Socrates was most famous for being inquisitive.  He developed the ‘elenchus’, the Socratic method, a technique that was focused on stimulating critical thinking. It was primarily a tool for rhetoric, for use in debates between individuals holding opposing viewpoints.  But it was not just about setting out an argument, learning to ask questions was key to its effectiveness.

The Socratic method is often used as a ‘negative’ question technique. In other words, it seeks to undermine or disprove an opposing hypothesis.  When the person being questioned has to admit their thinking is flawed it exposes their wrong assumption and can often embarrass them.  Big shot lawyers in Hollywood courtroom dramas demonstrate the extreme of this when played out dramatically.

Socrates happily asked questions of just about anything and anybody. Socrates’ subtle yet ironic questions often revealed other people’s ignorance.  This was helpful in unpicking wrong assumptions but he became known as the ‘Gadfly’ for his persistent interrogation.  Unfortunately, his questions eventually goaded so many prominent Athenians that he was sentenced to death.

Therefore he proved that asking effective questions does not necessarily make you popular. You have to be careful not to make people feel or appear stupid. Remember also, people hold dearly to certain assumptions or beliefs.

My post on Socratic Questioning Technique explains how to practically use this approach.

The refinement of question technique

The Socratic method is a powerful technique but there are situations where one does not start with a hypothesis. Later philosophers can help us here.  Others looked into more open methods of asking questions that went beyond just debate and into general inquiry.

For example, Hermagoras of Temnos reportedly defined seven “circumstances” (or ‘elements of circumstance’) that are central to any issue.  These were: quis, quid, quando, ubi, cur, quem ad modum, quibus adminiculis.  These translate as who, what, when, where, why, in what way, by what means (Ballif and Moran 2005).

Cicero is also attributed to using a similar system.  This is the basis of what we know today as ‘the 5Ws’ of what, where, when, who, why (and how).

Kipling immortalised the concept when he wrote,

“I keep six honest serving-men, (They taught me all I knew); Their names are What and Why and When, And How and Where and Who.”

The Five Ws

Journalists in the twentieth century adopted the Five Ws as an interrogative style.  It is an approach that is useful for getting the facts of a story.  Police officers, researchers, crisis and incident managers, and others have used the same technique. In this context the 5Ws became more specifically:

  • Who is it about (who is involved)?
  • What happened (what’s the story)?
  • When did it take place?
  • Where did it take place?
  • How did it happen?
  • Why did it happen?

The idea behind this interrogative technique is to ask open questions.  Therefore – as far as possible – one can build up an unbiased or uninfluenced statement of the facts. The principle of using open questions, like those captured in the 5Ws, is that you cannot answer any of them with just a yes or a no. The open question invites elaboration and the divulgence of more facts.

When you are trying to look at something holistically and understand a situation it is important to get information (not just the answers you want).  This is part of the Observe and Orientate phases of decision making as outlined in the OODA loop.  At this stage, it is really helpful to ask open questions.  Therefore a framework such as the 5Ws can help to give a framework to our thinking, improve our planning, problem-solving and decision making.

Beyond the 5Ws

The 5Ws approach is specifically tailored towards information gathering about a past event.  It is good at getting a snapshot of the ‘now’.

When tackling strategic issues we are not just trying to get a story, we are also looking to the future so we can establish a plan and develop options. The Right Questions approach takes the 5Ws a step further.  By adding the ‘Which?’ question on top of the 5Ws it is also possible to consider the concept of ‘selection’.  This helps us to look at options and risks.

So we find that we go almost full circle and end up with seven basic questions that reflect those asked by Hermagoras over 2000 years ago; a list comprised of the seven most used interrogatives of the English language: what, where, when, who, why, how, and which. It just goes to show, that as Solomon said: “There is nothing new under the sun”!

We will look at these seven interrogatives in more depth in the next postThe Seven Most Important Questions in the English Language.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

How to Use Socratic Questioning Technique

The Socratic Method, as outlined in Plato’s Theaetetus, is a process of questioning that inspires critical thinking and analysis. Primarily the method was designed for moral and philosophical enquiry but the technique has been used in many other fields. The strength of the Socratic approach lies in its ability to challenge assumptions and negative thought patterns.

“Education is the kindling of a flame, not the filling of a vessel.”

Socrates

Directive or non-directive?

The challenge with using the Socratic method is that the questioner needs to be very self-aware. The direction of the dialogue can be swayed by the questioner and they can sway the direction and emphasis of the dialogue. The person initiating the question naturally takes on a leading role. The Socratic method allows the questioner to subtly challenge certain ideas, evoke particular thoughts or get the subject to establish a particular logical viewpoint. This can be done in either a directive or non-directive way.

If the questioner assumes that they already know the correct answer they will ask leading questions. The technique can be seen as creating leading, loaded or weighted questions. Used in this way it can be largely convergent in the thinking it inspires. It directs towards and converges upon the questioner’s point of view, rather than helping to clarify the premise of the questionee. If this is the aim then the method can be used as a debating technique to ‘win’ an argument. This is a problem in some contexts, for example in coaching.

Therefore even though it is non-directive in style it can be quite directive in its application. For a leader and manager, this can be very useful when helping someone to see an error in their work, thinking or behaviour. Instead of directly criticising or pointing out the fault, using the Socratic method you can help a person to see the illogical or erroneous nature of their approach.

“I cannot teach anybody anything. I can only make them think”

Socrates

Watch-outs when using the approach

One danger to this method, if you use it in the directive style, is that the conversation can descend into an argument. Debating can take this Socratic approach but when people are divided in viewpoint then this can descend into pure rhetoric. It is then about point scoring or winning. The value of listening to the other person and discussing alternative viewpoints are lost.  This is often what happens in political debates.

At worst this becomes an exercise in confirmation bias rather than enquiry. The resulting argument undermines potential learning that should take place.  Therefore this descent should be avoided.

My advice is to remain humble. As Socrates himself said:

“The only true wisdom is in knowing that you know nothing.”

Socrates

As you look at the evidence for and against a position it may turn out that the wrong assumption lies with you. I have certainly found that out before! Remember the advice of Stephen Covey:

“Seek first to understand, then to be understood.”

Stephen Covey

Nancy Kline uses a similar process (in terms of steps) to the Socratic method in her Thinking Partnerships. The difference is that the Thinking Environment approach and the nature of the questions used make it less directive or confrontational and therefore better for coaching and mentoring.

“Be kind, for everyone you meet is fighting a hard battle.”

Socrates


A question framework for the Socratic method

Here is an example 5 step framework for this type of Socratic questioning:

1. Receive

First, receive what the other person has to say. Listen to the other person’s premise, view or argument. And remember you have to properly listen to be able to do the next step.

2. Reflect

Sum up the person’s view-point or argument and reflect it back. Do this by first getting them to clarify and sum up their position and then by paraphrasing or repeating it back to them.

3. Refine

Ask them to provide their evidence. Find out why they are thinking or acting in that way. Discover the facts, beliefs or assumptions that underpin their standpoint. Often the premise will be based on assumptions rather than hard facts. Challenge these assumptions to test their validity.

Use further questions to uncover the fallacy of any wrong presuppositions. These are often ‘why’ questions. For example: “why do you think that?” Sometimes it can be helpful to construct the ‘why’ question as a ‘what’ question for example: “what makes you think that?” This is because why questions can often feel confrontational.

At times you may need to provide contrary evidence to challenge an assumption but try and structure this as a question too if possible. If there is a cognitive fallacy (a wrong way of thinking) then try and get them to find an exception (or if necessary provide one) that proves their own theory wrong. Discover and explore this circumstance to discover new, better thinking. In this way, you are refining the basic premise of the discussion.

4. Re-state

Now that you have refined your thinking get them to reformulate and re-state their position. If they see that they had a wrong assumption, get them to adapt or renew their wording and then re-state it.

5. Re-start

Now they have a new viewpoint you can go back to the start of the process. You can assess the new premise and challenge any further wrong assumptions in their thinking. This iterative or dialectic process helps to drill down to the core of the issue. This method becomes a cycle of dialogue.


The goal of the Socratic method

And that’s it. Simple. The question technique framework is easy to remember; the skill comes in applying it. The challenge, as noted before is to really listen to the other person and truly commit to coming to a better-shared understanding of the issue. This may come from challenging assumptions or illogical viewpoints but the goal of the Socratic method is not about winning an argument, it is about finding understanding, knowledge and truth.

“Strong minds discuss ideas, average minds discuss events, weak minds discuss people.”

Socrates


For more on the development of questioning techniques see Beyond the 5Ws: Ask Questions like a Philosopher.

If you would like access to some bonus content and get updates then please do sign up for my email list.


References

Ballif, M and Moran, M G (2005) Classical Rhetorics and Rhetoricians: Critical Studies and Sources, Westport: Praeger

Covey, S R (1989) The 7 Habits of Highly Effective People, London: Simon and Schuster

Kline, N (1999) Time to Think. London: Ward Lock

Waterfield, R (trans.) (1987) Plato’s Thaeatetus, London: Penguin

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!