Alex: Hey everyone, welcome back! Okay, so let me kick things off with a question for you: when was the last time you stopped, really stopped, and asked a question that was so daring, so full of curiosity, that it completely changed how you tackled a problem? Justine: Daring questions, huh, Alex? Well, if I'm being honest, most of my questions revolve around things like, "Did I remember to pay that bill?" or, "Is it Friday yet?" But I’m guessing we’re aiming for something a little more thought-provoking today, right? The kind of question that “really” shakes things up. Alex: Precisely! Today, we're diving headfirst into Questions Are the Answer by Hal Gregersen. It's all about how the smartest, most innovative minds – think CEOs, game-changing entrepreneurs – use questioning as a superpower to spark creativity, solve “really” knotty problems, and completely transform their lives and their organizations. Justine: So, it’s not just asking questions for the sake of asking, but strategically reframing them to inspire breakthroughs, isn’t it? Alex: Exactly. The book does more than just celebrate curiosity; it gives us concrete methods to get over our fear of asking, nurture a culture where it’s safe to ask questions, and even use that feeling of discomfort to unlock new opportunities. Justine: Discomfort, sign me up! So, what's on the agenda today? Alex: We're going to dig into three central ideas. First, we’ll explore why asking the right questions is “really” the secret sauce of groundbreaking innovation – because, let’s be honest, no amazing idea ever started with "let's just keep doing what we're doing." Second, we’ll look at how organizations can cultivate curiosity. Finally, we’ll touch on how questioning isn't just for the workplace. It can actually redefine how we see the world and our place in it. Justine: Okay, Alex, this sounds like a masterclass in challenging the status quo. I'm ready to see if Gregersen’s ideas can actually hold up in the real world. Let's do it.

Alex: Okay, Justine, let’s dive into how questions spark creativity and innovation. This is really the core of Gregersen’s argument, and it’s key to understanding how questioning can revolutionize industries— and even our own lives. Justine: Got it. So, we're talking about how asking questions can help us break free from the usual way of doing things. Are you about to tell me about open-ended versus closed questions and how the former is where the magic happens? Alex: You’re spot on! Closed questions, like “Is this a good idea or a bad one?” tend to give you limited, yes-or-no answers. They don't really encourage exploration or challenge our basic assumptions. But open-ended questions, you know, like “How can we improve this?” or “What are we overlooking?”— those really open the door to creativity, collaboration, and fresh ideas. Justine: Right, so it's like widening the playing field instead of sticking to the sidelines. More options equal more room to dream up new stuff. But how does this actually work in the real world? Can you think of a specific example? Alex: Excellent question! Let’s take Pixar, a real creative powerhouse. Pixar is famous for its "Brain Trust" meetings, where their animators, writers, and directors use these open-ended questions to really push their projects forward, right? Asking something like, "What's the emotional heart of this story, and how can we bring that to life?" isn't just fixing a problem; it's elevating the entire project. What makes it really click is that everyone feels comfortable asking bold, even vulnerable, questions. Justine: Comfortable? I mean, are they really allowed to pitch totally out-there ideas without someone saying, "Next!"? Alex: Exactly! Feeling safe is crucial. Ed Catmull, one of the big guys at Pixar, makes sure these sessions don't turn into attack-the-mistake or defend-your-idea fests. The goal is joint exploration. He even calls it a learned skill – starting from the position that they don’t have all the answers. Creating that kind of space makes asking, "What if we turned this whole thing upside down?" feel less risky and more... essential. Justine: Okay, but let's be real. Not every company has leadership that emphasizes the power of asking questions, right? What happens when you're just another cog in the machine, and being curious feels like a fast track to getting sidelined? Alex: That's where frameworks come into play. Take the “How might we” method, for example. It’s designed to help you ask open, constructive questions that spark possibilities. Say you have a product line that's not doing so hot. Instead of asking, "Why aren't these selling?" – which usually just leads to blaming – you'd ask, "How might we redesign this to better connect with today's customers?" Just the way you phrase it shifts the energy from finding fault to digging for opportunities. Justine: Interesting, because it shifts the focus from dwelling on the problem to exploring potential solutions. Speaking of potential, did you hear about Gary Slutkin? That guy basically turned a question into a lifesaving approach. Alex: Absolutely! Slutkin, a social entrepreneur and epidemiologist, looked at the epidemic of gun violence. Everyone saw it as a criminal justice issue. But he stepped back and asked, "What if we treated gun violence like a public health issue?" That single question completely changed the way we thought about it. Suddenly, it wasn't just about punishments; it was about prevention and intervention, like stopping a disease outbreak. And guess what? His methods actually reduced violence in the cities where they were used. Justine: That is clever. It sounds like he didn’t just challenge the problem; he redefined the entire system designed to address it. But Alex, not every question leads to such a big change, right? How do we even know if we're asking the right questions? Alex: Great point. This goes back to what Gregersen emphasizes: deliberate practice. It’s not just about asking random questions, but learning to inquire. Leaders who are really good at this create structures where questions are not just encouraged, but essential. For example, Gregersen says that organizations should adopt a mindset of constant exploration—making "I don't know" a normal starting point, you know? Justine: Okay, I’ll admit it—being able to admit “I don’t know” is tough in environments where the expectation is to always have answers. Isn’t that why so many folks default to clarity over curiosity? Alex: Exactly, and Gregersen calls that a fundamental mistake—seeking clarity too quickly often shuts down creativity. True breakthroughs require staying in a space of curiosity longer than is comfortable. Think of it like exploring a maze. If all your focus is on finding the exit as soon as possible, you might miss the hidden treasure along the way. Justine: Hmm. So, creativity thrives on embracing a bit of chaos, even when our instincts scream for order. That’s a counterintuitive mindset, especially when we’re trained to equate uncertainty with failure. Alex: Precisely! And that’s why psychological safety in teams is vital. It’s hard to ask ambitious “What if?” questions if you’re worried about judgment. Leaders need to actively dismantle that fear and model the curiosity they want their teams to embrace. Justine: It all sounds powerful in theory, but Alex, you know I love to throw curveballs. Let’s get even more tangible—any thoughts on how questioning could apply beyond Pixar or social problems? What about, say, my spreadsheet-obsessed day job? Alex: Absolutely. Rethinking assumptions works in any field. Let’s say your team has been crunching data the same way for years. Instead of asking, “What’s the quickest way to finish this report?”—a question bound by routine—you might say, “What’s the ultimate goal of this analysis?” or even, “Who else could use this data in ways we haven’t considered?” These open-ended questions transform the task from simply completing work to creating value. Justine: So, the secret sauce isn’t just asking more questions; it’s asking better ones. And better questions, as we’ve seen, move us from tweaking the old to imagining something radically new.

Alex: So, understanding the power of questions naturally leads us to explore how organizations can create environments that encourage inquiry. Let's dive into building a question-friendly culture within organizations. This builds on the foundation of questioning and applies it to organizational practices, emphasizing leadership and psychological safety. Justine: Ah, organizations: the sacred zone where innovation either happens or drowns in bureaucracy. So, are we saying it's purely up to leadership, or can everyone influence this culture? Alex: Leadership plays a key role, but the ripple effect can involve everyone. For example, Questions Are the Answer mentions Pixar, where Ed Catmull fostered a culture that thrives on curiosity and candid dialogue. He understood that creativity blooms when people feel safe to ask tough questions and openly discuss uncertainties, without fear of judgment. Justine: A noble thought, but let's be honest – easier said than done. How did Pixar actually make this actionable? Alex: Well, one of their boldest initiatives was "Notes Day." On January 19, 2013, Guido Quaroni, head of software R&D, had the idea: They dedicated an entire day for every employee to share feedback and raise questions about how the studio could improve. Discussions ranged from logistical inefficiencies to creative blockages, nothing was off the table. Justine: Okay, I get the vibe, but was this just a suggestion box in disguise? What made it actually work? Alex: Good question. Katherine Sarafian, producer of Brave, supported the initiative, and the leadership made sure employees knew their opinions truly mattered. The key difference here was psychological safety. Employees were empowered to voice concerns and even critique processes without fear of backlash. By discussing questions like, “How can we work better?” in an open, collaborative space, Pixar not only gathered insights but also strengthened a sense of shared ownership across teams. Justine: So, it wasn't just about fixing problems; it was about reinforcing the idea that every voice holds weight. But playing devil's advocate here — one amazing day doesn't make a company culture. How did they sustain this momentum? Alex: Catmull emphasized that creating a culture of inquiry is a long-term endeavor. For Pixar, "Notes Day" reflected the broader philosophy baked into their DNA — always questioning, learning, and revising. For example, their famous "Brain Trust" meetings regularly bring together storytellers to openly critique films, asking questions like, “What’s missing from this story's emotional core?” They've cultivated a feedback loop where tough questions aren't feared but valued. Justine: That proactive problem-solving mindset sounds fantastic, but now I'm imagining leaders listening to this and thinking, “Okay, great – this works for Pixar, where everyone probably skips into meetings carrying glittering storyboards. What about my accounting firm or tech company?” Alex: I hear you. That brings us to another excellent case: EY. They've embedded a questioning culture right into it's organizational practices, proving this isn't just for creative industries. EY empowers leadership and teams alike to question the status quo in meaningful ways — whether it's strategic processes, client relationships, or even mentorship structures. Justine: Alright, sell me on this one. What's their secret sauce? Alex: Two standout practices: reverse mentoring and their “Better questions, better answers” tagline. Reverse mentoring flips the traditional hierarchy on its head, letting younger employees mentor senior leaders. This way, executives gain fresh perspectives from emerging talent who might recognize blind spots that veterans overlook. Justine: <Laughs> Hah, I can just imagine the awkward tension of a twenty-something analyst suggesting ideas to a seasoned exec. Did that actually go over well? Alex: Surprisingly, yes! One of their global professionals, Mike Inserra, shared that these conversations challenge assumptions in a way that's constructive. Leaders have a chance to step back and reflect deeply on feedback they'd probably never receive otherwise. It's a mutual learning experience — and it's rooted in valuing curiosity at all levels. Justine: Okay, and this “Better questions, better answers” slogan? Is it marketing fluff, or does it have teeth? Alex: Oh, it has teeth. It's part of an organization-wide campaign to reshape how teams approach problem solving. For example, during structured inquiry sessions, employees collaborate on big-picture issues, focusing on questions like, “What are we assuming here that could be challenged?” or, “What would happen if we shifted our perspective entirely?” These exercises make inquiry a shared responsibility, not just an individual task. Justine: Let me pause you there — shared responsibility sounds noble, but doesn't it also dilute accountability? How do you avoid these sessions turning into just more meetings with no concrete outcomes? Alex: That's where structured tools come in, and one method Gregersen highlights is called the "Question Burst." It's like brainstorming, but instead of generating ideas or solutions, you're dedicating time to solely asking questions. No answers allowed. This forces teams to step back, identify gaps in thinking, and shift their mental gears. Justine: Let me guess — this turns into one of those moments where someone says, “I never realized we were making this assumption all along,” and suddenly the lightbulbs start going off? Alex: Exactly! By asking rapid-fire questions, you often surface blind spots that wouldn't have come out otherwise. For example, someone might ask, “What's still missing in our client outreach?” and that leads to, “Why haven't we considered using a multilingual approach?” It's about expanding thought, not prematurely converging on solutions. Justine: So, let me summarize: Pixar digs into the emotional and creative core with open feedback loops. EY dismantles hierarchy and inserts curiosity into every layer of the organization. And then this "Question Burst" idea pushes teams into fresh thinking under pressure. It feels like a recipe for harnessing chaos and turning it into something productive. Alex: That's exactly it — creating a question-friendly culture isn't just about curiosity for its own sake. It's a strategic tool for navigating complexity, adapting to change, and remaining innovative in turbulent times. Whether it's Hollywood storytelling or global consulting, the principle holds true: ask better questions, and the answers will follow.

Alex: So, now that we’ve talked about why and how asking questions drives innovation, let's zoom in on how embracing discomfort and the act of questioning impacts us as individuals and as a society. We’re going from the theory of why questions are important, to seeing how they actually change things, both personally and on a larger scale. Justine: Okay, so we're talking about how questioning, you know, like in those Pixar brainstorming sessions, can actually help us rethink our lives and maybe even change society. And you’re saying that the key to this is…discomfort? Alex: Precisely. We tend to avoid discomfort, right? But Gregersen points out that when we deliberately step into uncomfortable situations and start asking questions, that's when real change happens. Take Sara Blakely, the founder of Spanx, for example. She's a pro at using discomfort to fuel innovation. Justine: Oh yeah, I know her story. Isn't she famous for kind of normalizing failure at work? Like, she openly talks about her mistakes in company meetings? Alex: Exactly! Blakely made failure a core part of her company culture. When she talks about failures, she doesn’t just brush them off; she turns them into learning opportunities for everyone. She even makes jokes about it, like referencing Britney Spears’ “Oops!... I Did It Again” to lighten the mood and show everyone that mistakes are part of the game. Justine: Hang on a second. I see how that could boost morale in a successful company, but wouldn't some people think she's not serious enough? Like, if the CEO is singing Britney Spears songs, wouldn't someone be thinking, "Am I in the right place?" Alex: That's a valid point, but here's the thing—Blakely cleverly uses humor and vulnerability to ease fears and make failure less scary. It’s not just about telling funny stories, she’s also building what psychologists call psychological safety. Employees feel safe to take risks because they know that mistakes won't be punished, but will lead to learning and growth. Justine: Psychological safety, okay. So she's turning "Oops, I failed" into a way to move forward. But how does that work on a larger scale? <Laughs> Laughing about a fashion mishap is one thing, but does this apply anywhere else? Alex: Absolutely. Let's look at Justine Benioff, the CEO of Salesforce, to get a broader view. Benioff deals with discomfort differently—through solitude and reflection. He takes these purposeful, solitary walks to get away from the daily grind and give himself space to think about the big picture. That's when he asks himself questions like, "What's missing from our company's vision?" or "What are we overlooking?" Justine: Wait, he walks his way to clarity? That sounds a bit too simple for someone running a huge company. Alex: It might seem simple, but that’s the point. By putting himself in an unstructured setting, away from meetings and targets, Benioff can challenge his own assumptions. This quiet discomfort, where he grapples with uncertainty by himself, often leads to major breakthroughs for his company. It shows that sometimes, stepping back is the most productive thing you can do. Justine: Alright, I'll admit that walking is cheaper than hiring consultants. But all this talk about leadership feels a bit…top-down. What about helping regular people, especially kids, develop this inquisitive mindset? Are we in trouble if the next generation just looks for answers without learning to ask questions? Alex: Now we’re getting to some truly inspiring examples of societal change. Let’s talk about Room 13, a student-run art studio program turns the traditional classroom on its head. It started in Scotland and has spread globally. The idea is simple: the students run everything, from operations to finances, while exploring big, open-ended questions like, “What kind of story are we telling through this art?” or “How can this project make a difference in our community?” Justine: Okay, my first thought is that kids managing budgets and projects sounds like a total mess. I remember my high school group projects—they rarely went smoothly. Alex: That’s a fair point, but the beauty of Room 13 is that it uses that potential chaos as a chance to ask important questions. These students don’t just learn how to make art; they explore the “why” behind it. By doing so, they develop skills in questioning, responsibility, and working together. The program teaches them that questioning isn’t just a school thing; it’s a way to understand themselves and the world. Justine: So, it's turning a regular classroom into a mini think tank. But does this approach really make a difference in the long run? Do these kids leave with more than just some cool paintings? Alex: Definitely. The impact is huge. By giving students the freedom to experiment and ask questions, they’re being prepared to face real-world challenges with a mindset of curiosity and responsibility. And here’s the amazing thing—Room 13 also shows that leadership isn’t just for adults. Kids as young as 10 learn to think critically because they’ve been given the chance to ask questions. Justine: I see how that model could work for kids in a studio, but what about kids in tough situations? Not everyone has the luxury or support for creative exploration. How does asking questions help in more challenging environments? Alex: That’s where Cirque du Monde comes in, a program that combines circus arts with social empowerment. This program takes at-risk youth and gets them involved in things like acrobatics and clowning, while asking them questions like, "What does trust mean on our team?" or "How do we define success?" The physical activity pushes them out of their comfort zones, and the questions help them think about those challenges on a deeper level. Justine: Acrobatics? I'm guessing anyone who makes it through without falling off the trapeze realizes they can do a lot more than they thought huh? Alex: Exactly! It uses movement as a metaphor. Participants not only develop physical skills, but also build trust, resilience, and respect for each other. The reflective part of the program takes it a step further, turning circus training into life skills and self-awareness. So yes, they learn to do daring stunts, but more importantly, they learn to face and redefine their limitations. Justine: Okay, I’m convinced about Cirque du Monde. It combines creative activity with thoughtful questioning, creating a recipe for growth. But I think there’s a bigger question here: how do we take this successful formula and use it in everyday situations—with adults, or even across entire societies? Alex: That’s the key takeaway from both programs: structured exploration, combined with meaningful questions, is what encourages critical thinking and lasting change. Whether it’s leaders like Benioff or Blakely, or initiatives like Room 13 and Cirque du Monde, the common thread is that questioning can transform lives and communities, especially when we’re willing to embrace discomfort. Justine: Right, because discomfort is inevitable, isn't it? The real question is—are we brave enough to dive in and curious enough to see what happens?

Alex: So, Justine, today we've been diving deep into the power of questions. We've seen how simple, open-ended, and intentional inquiries can really unlock creativity, spark innovation, and even transform entire industries. I mean, look at Pixar's Brain Trust and EY's reverse mentoring—great examples of organizations that foster a question-friendly culture, right? Justine: Absolutely. And it's not just about corporate strategy, is it? We also talked about how leaders like Sara Blakely and Justine Benioff use vulnerability and reflection to fuel their breakthroughs. Which, you know, makes you wonder—are they successful because of the questions they ask? Alex: Precisely. And it gets even bigger! We zoomed out to see how inquiry can radically shape societies. Remember Room 13 and Cirque du Monde? They prove that asking better questions isn't just for boardrooms or creative studios; it’s a fundamental life skill. It can empower anyone, anywhere, to think deeper and dream bigger. Justine: It's almost like we're saying, "Hey world, asking questions is your superpower." But let's be honest, sometimes the best questions are the hardest to ask. What would you say is the key takeaway here, Alex? Alex: If we had to boil it all down, I’d say: better questions lead to better answers. It sounds simple, but it takes courage and, frankly, a willingness to be uncomfortable. So don’t settle for the first answer that pops into your head. Ask again, dig deeper, challenge those assumptions you didn't even know you had. Justine: That’s your call to action, everyone. Whether it’s at work, in your community, or even just in your own thoughts – ask one bold question today. Just one. You never know, something genuinely new might just emerge. And let us know what happens! Alex: Exactly! Because at the end of the day, Justine, it’s really not about having all the answers. It’s about daring to ask the questions that truly matter.