Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 9, Issue 2;   January 14, 2009: Asking Clarifying Questions

Asking Clarifying Questions

by

In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
Bill Moyers speaking at an event in Phoenix, Arizona

speaking at an event in Phoenix, Arizona. Once press secretary to President Lyndon Johnson, at this writing he was host of the weekly PBS program Bill Moyers Journal. No doubt he owes many of his accomplishments in government, management and journalism to his ability to ask clarifying questions and then listen to the answers. For examples of his skill in action, and examples of asking open questions, read transcripts of his interviews of authors, officials and experts at the program archive. Here's a link to his interview of Steve Fraser, author of Wall Street: America's Dream Palace. Photo (cc) by SA 3.0 Gage Skidmore.

A clarifying question helps to remove ambiguity, elicits additional detail, guides you as you answer a question that had been put to you, or just satisfies your curiosity. Clarification is a useful tool in job interviews, consulting, sales, investigation, and interrogation, but it must be used with delicacy and sensitivity.

In job interviews, as the candidate, if you're unsure how to respond to a question, you might want to ask a clarifying question. Unfortunately this can make you seem like you have something to hide. Better: answer in a minimally helpful way, and then ask the clarifier. Even a limited answer positions you as genuinely trying to reply, and earns the credit you need to ask the clarifier.

Keep two things in mind. First, interviewers sometimes intend to make you unsure how to respond. Maybe it's a test — will you take the initiative and ask a clarifier? Second, interviewers, recruiters, consultants, therapists, salespeople, investigators, and interrogators like to ask open questions, which sometimes feel vague. And people who ask open questions are not always skilled in doing so, which can add to their vagueness.

In conflict, when you sense tension, a gentle clarifying question — and careful listening to the response — can prevent misinterpretation from turning things toxic. And asking a question can tell your partner that communication generally isn't working right.

Here are some tips for clarifying questions.

Don't ask too many
Asking too many clarifiers looks evasive. The person you ask defines too many. Be sensitive to their responses.
Clarifiers don't have to be questions
"Say more," or "Tell me more about that" often suffice. And they don't always count as questions — your partner might even be flattered by your interest.
Ask open questions
Open questions tend to produce more information. Closed questions tend to produce short, limited responses. For instance, "Tell me how this all began," will produce more information than "How long has this been going on?"
Asking too many clarifiers
looks evasive. The person you
ask defines too many.
Avoid "or"
"Or" restricts the reply to one of the possibilities you mention. If you catch yourself in "mid-or", adding "…or something else" at the end repairs some of the damage.
Ask one question at a time
You never know where the answer to the first question will lead. Wait to find out before asking another.
Don't ask clarifiers in email
The round trip time can be long, which creates frustration for all. If you need clarification, try telephone or face-to-face, instead of email.
Go easy on presenters
In presentations, it's disruptive to ask clarifiers more often than, say, every 15 minutes. If the presentation really needs that much clarification, questions won't help.

Even when you ask a clarifier, your partner might not want to help. If that happened to you, what would you make of it? What would you do? Go to top Top  Next issue: Creating Trust  Next Issue

101 Tips for Communication in EmergenciesIn a single day, you can witness the final hours of a brand that took ten years to build. Or you can see it re-emerge stronger than ever. From Tylenol to JetBlue — no brand is exempt. And the outcome depends not only on what you say to the public, but on how well you communicate internally — to each other. 101 Tips for Communication in Emergencies is filled with tips for sponsors of, leaders of, and participants in emergency management teams. It helps readers create an environment in which teams can work together, under pressure from outside stakeholders, in severely challenging circumstances, while still maintaining healthy relationships with each other. That's the key to effective communication in emergencies. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

A zebraThe Zebra Effect
If you're feeling overwhelmed by all the items on your To-Do list, and if you start on one only to realize that you have to tackle three more you didn't know about before you can finish that one, you could be experiencing the Zebra Effect.
The blaming bossWhen Your Boss Attacks Your Self-Esteem
Your boss's comments about your work can make your day — or break it. When you experience a comment as negative or hurtful, you might become angry, defensive, withdrawn, or even shut down. When that happens, you're not at your best. What can you do if your boss seems intent on making every day a misery?
A waterfall and spray cliff in the mountains of VirginiaDecisions: How Looping Back Helps
Group decision making often proceeds through a series of steps including forming a list of options, researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach yields disappointing results. Why?
The Penrose triangle, an impossible objectParadoxical Policies: II
Because projects are inherently unique, constructing general organizational policies affecting projects is difficult. The urge to treat projects as if they were operations compounds the difficulty. Here's a collection of policies for projects that would be funny if they weren't real.
A red molded plastic zipperPersonal Feasibility Decisions
When considering whether to exploit a rare but desirable opportunity, there is a risk that desire can overcome good sense. Having at hand a predefined framework for making such decisions reduces the risk of blundering by acting in haste.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

A manager in a posture often associated with bullyingComing September 17: Workplace Bullying Doesn't Work
A common belief about perpetrators of workplace bullying is that they have an outsized view of themselves and their power. The truth might be rather different. They could be dealing with an addiction cycle — a sense of weakness after the effects of previous bullying incidents have dissipated. Available here and by RSS on September 17.
A garden sundialAnd on September 24: Time Is Not a Resource
In the project management community, it's often said that time is the most precious resource. Although time is indeed precious, to regard it as a resource — like finance, equipment, or people — can be a dangerous mistake. Time is not a resource. Available here and by RSS on September 24.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.