How to structure questions to get the best answers?

Asking good questions is both an art and a science. Great leaders, innovators, and thinkers have long understood that the quality of the answers we receive is directly related to how we formulate our questions. Socrates, for instance, revolutionized philosophical thought with the Socratic method, which relied on deep questioning to foster reflection and self-awareness. Today, research from Harvard University indicates that well-structured questions stimulate the brain to access memories, connections, and insights more efficiently, improving decision-making and problem-solving. But how can we transform an ordinary question into a powerful tool for communication and leadership?

The first rule for obtaining good answers is to ask clear and objective questions. In the corporate world, vague questions can lead to unclear responses, whereas well-structured questions guide thinking and promote effective communication. A classic example comes from Steve Jobs, who, instead of asking, "What can we improve about this product?", would pose, "How can we make this product indispensable to people?" This subtle shift makes all the difference, as it directs focus toward innovation and user impact. In his book Strategic Communication: The Art of Speaking Well, Antônio Carlos dos Santos emphasizes that effective questions must have a clear purpose, encouraging deeper and more strategic thinking.

Another crucial factor is the intentionality behind the question. Asking just for the sake of it can be a waste of time and energy. Studies by Nobel laureate Daniel Kahneman show that well-targeted questions activate the brain's System 2, responsible for analytical thinking and conscious decision-making. When applying the MAT (Mindset, Action, and Theater) methodology developed by Antônio Carlos dos Santos, we learn that good questions should provoke reflection, drive action, and evoke emotions. This means that questions should be formulated with the goal of generating real changes in behavior and thought processes.

Furthermore, the structure of a question directly influences the response received. Open-ended questions, for example, encourage richer and more detailed answers, whereas closed-ended questions limit responses to a simple "yes" or "no." Albert Einstein believed that the quality of a question was more important than the answer itself. In his research, he used exploratory questions like, "What if light had mass?" instead of direct ones like "Does light have mass?" This type of approach stimulates creativity and the search for innovative solutions.

In the workplace, poorly formulated questions can lead to resistance and demotivation. Leaders who ask, "Why did you fail?" risk putting their employees on the defensive, whereas a question like, "What can we learn from this situation?" encourages reflection without assigning blame. The ThM (Theater Movement) method, also by Antônio Carlos dos Santos, suggests using theatrical techniques to formulate questions in a more engaging way, considering tone of voice, body language, and the emotional context of the conversation.

Another essential aspect is the art of listening to responses. Asking a question is only the first step; active listening is what transforms communication into a true dialogue. Studies from Stanford University show that active listening strengthens bonds between people, improves empathy, and increases productivity. A practical example is the TBMB (Mané Beiçudo Puppet Theater) model, which uses playful characters to encourage listening and the expression of ideas in both children and adults. This technique demonstrates that the environment in which a question is asked directly affects the quality of the response.

Strategically repeating questions can also be a powerful tool. At Toyota, one of the principles of Lean Manufacturing is the "5 Whys" method, which involves asking the same question progressively to identify the root cause of a problem. If a car has a mechanical failure, an engineer might ask, "Why did this component fail?" After receiving an answer, they would ask again, "Why did this problem occur?" and so on until the root cause is identified. This method can be applied in any field of life, helping to avoid superficial answers and promoting a deeper analysis of situations.

Another decisive factor in formulating effective questions is the emotional state of the person being questioned. If someone is anxious or defensive, a question can be misinterpreted, leading to reactive answers. Research by Dr. John Gottman at the University of Washington suggests that the emotional tone of a conversation influences its outcome by 96%. Techniques like deep breathing and using pauses before asking something help create a more favorable environment for constructive responses.

The way we start a question also makes a significant difference. Studies from Yale University show that questions beginning with "How" or "What" generate more productive responses than those starting with "Why," which can come across as accusatory. If a leader wants to understand why a project didn’t go as expected, instead of asking, "Why did this go wrong?" they can rephrase it as, "What can we do differently next time?" This simple change can shift the conversation from confrontation to collaboration.

Ultimately, structuring good questions is a skill that can be developed through practice and reflection. The greatest leaders in history were not those who had all the answers, but those who knew how to ask the right questions. As the MAT methodology teaches, combining a strategic mindset, concrete actions, and theatrical expressiveness can turn questions into a transformative tool. Asking well is not just a means to obtain information but a bridge to innovation, connection, and personal and professional growth. After all, as Leonardo da Vinci once said: "Learning is the only thing the mind never exhausts, never fears, and never regrets"—and it all starts with a great question.

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