PDF Ebook , by Edgar H. Schein
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, by Edgar H. Schein
PDF Ebook , by Edgar H. Schein
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Product details
File Size: 534 KB
Print Length: 138 pages
Publisher: Berrett-Koehler Publishers; 1 edition (September 2, 2013)
Publication Date: August 2, 2013
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B00CTY5FXM
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Amazon Best Sellers Rank:
#54,067 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
Valuable advise - This is one of those books that have you go nodding in agreement about how valuable its simple message is. Humble Inquiry is very relevant in the information age, not just for executives but especially for those in strategic product and program leadership roles. Design thinking relies on humble inquiry. This is a book that should be updated for the post IT revolution age.The challenge with the book is that it relies more on anecdotes and offers little in the form of a structured plan. If you read this book expecting some sort of framework or plan to strengthen your humble inquiry muscle, you'll be a bit disappointed. It seems that Edgar's videos are far more effective at communicating his message - The book would have benefitted from more crisp editing and structure. In some sense, I think the book will benefit from talking the author's advise and structuring around the 'Ask don't tell' model ..maybe a workbook structure that walked you through questions and then anecdotes to make specific points , will work better.
Schein hits a lot of points in only 110 pages, but you will need to go elsewhere for depth. I got more out of his video interview (link listed below).If you've done any reading on getting beyond ego, conflict resolution, or non-violent communication, much of the material in this book won't be new to you. For example, Schein describes the need for an attitude of genuine interest and curiosity, and describes ways to develop that attitude (e.g., reflection, mindfulness, artistic endeavors, building relationships). He discusses the importance of relationships, trust, vulnerability, and understanding feelings rather than suppressing them.What I found most interesting was his description of U.S. and management cultures, and the consequences they produce. He describes our culture as individualistic, competitive, optimistic, and pragmatic. Though we often espouse teamwork, in actuality we reward individualism. Overlain on that is our "culture of tell" - managers are supposed to know what to do, not ask questions. And subordinates often don't feel safe enough to speak up, so critical information gets withheld.If you're interested in this topic, I recommend this video interview with Schein on Culture, Leadership, & Humble Inquiry: https://www.youtube.com/watch?v=7MwebWXtKBsThe first 12 ½ minutes were the most interesting to me. Schein talks about why upward communication is faulty and how that can yield safety problems, why employees should be treated like human beings, why the culture of "tell" doesn't work in a complex environment, and why managers should aim to be the orchestrator and not the "boss".
“Humble Inquiry is the skill and the art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other personâ€. (p 21)Schein clearly articulates the many benefits of his “Humble Inquiry†method through relational examples and situational application across disciplines. To start, he defines what exactly “Humble Inquiry†is, the art of asking with “here and now humility†instead of telling in relationships. Schein defines three types of humility: basic humility, optional humility, and here and now humility. The other key facet of this perspective is the inquiry aspect. Schein insists that inquiry is both “an art and a scienceâ€. While inquiry and question formulation has been thoroughly researched, daily it is often overlooked within human interaction.Throughout the book, Schein provides examples of opportunities for “Humble Inquiryâ€, as well as missed opportunities. Through personal life examples in the text, we can see that “what we ask, how we ask it, where we ask it, and when we ask it all matter†(pg. 19). Whether the situation is peer to peer, professor to student, CEO to Human Resources, or oncologist to patient, relationships are strengthened through humble inquiry. This tactic of building relationships increases trust amongst individuals.Schein’s writing style is simple enough for anyone to grasp the concept of the “Humble Inquiryâ€. He uses many examples throughout the novel to help bolster his argument. These examples show how a conversation can change for the better by using the “Humble Inquiry†outlook. Additionally, by contrasting Humble Inquiry with other kinds of inquiry, Schein can further convey the benefits of humble inquiry in a variety of different settings.By conveying the message that the “Humble Inquiry†is an attitude, Schein suggests that this concept is a lifestyle change. A change that will help build relationships and create a more thoughtful and productive work environment. Schein conveys the point that by “tellingâ€, we suggest that the other person did not know what we are trying to tell them. Instead, by “askingâ€, we can communicate the same message while empowering the other person by making it seem as if they assisted in reaching the proposed verdict or conclusion. Schein proposes that everyone, not just managers and executives, take on this attitude. His “Ask don’t tell†model can be just as beneficial to subordinates as it can be to leaders Schein also gives practical advice on developing the attitude of Humble Inquiry in three main domains: 1) Personal life, to enable dealing with increasing culture diversity; 2) Organizations, to identify needs for collaboration among interdependent work units and to facilitate such collaboration; and 3) Role as leader or manager, to create the relationships and the climate to promote open communication needed for effective task performance (pg. 99).In summary, Schein’s ability to express the benefits of the “Humble Inquiry†makes the read very worthwhile. Any workplace can use the “Humble Inquiry†to increase trust, inspire coworkers, and create stronger bonds with each other. In his final thought, Schein, explains that we will all find ourselves from time to time “in situations that require innovation and some risk taking.†(pg 110) It is in these moments that Schein challenges us to “not succumb to telling, but to take charge with Humble Inquiry.†(pg. 110). In a modern workplace culture where “tellâ€, not ask is all too often the norm, Schein’s book would be a fantastic resource for any company or individual that wants to take their relationships and organization to the next level.
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