1. Asking QuestionsA way of thinking for better results. Russell KorteIllinois Foundry for Innovation in Engineering EducationUniversity of Illinois at Urbana-Champaignkorte@illinois.eduwww.ifoundry.illinois.edu ©iFoundry 2010

2. Asking questions Example of a real engineering problem. The importance of questions. A structure of thinking. Six types of questions.

3. True story: . . . North Shore trees cut down

4. True story: . . . North Shore trees cut down . . . wanting more sun on the highway to interact with salt and melt ice, [the highway dept.] commissioned a power company to cut trees that shaded the roadway . . .

5. True story: . . . North Shore trees cut down . . . wanting more sun on the highway to interact with salt and melt ice, [the highway dept.] commissioned a power company to cut trees that shaded the roadway . . . [The supervisor] apologized on behalf of the department for not consulting first with local interests.

6. True story: . . . North Shore trees cut down . . . wanting more sun on the highway to interact with salt and melt ice, [the highway dept.] commissioned a power company to cut trees that shaded the roadway . . . [The supervisor] apologized on behalf of the department for not consulting first with local interests. "It's a challenge to balance the different perspectives up here. But we could have been more sensitive to people's concerns."

7. The power of questions Questions have changed our world Example: Early tribes constantly moved in search of food and water. “Where can we go to find food?”

9. “Where can we go to find food?”

11. Questions drive results. What actions follow from these questions. How will I get a good grade in this class? What work is required to pass?

12. Questions drive results. What actions follow from these questions. How will I get a good grade in this class? What work is required to pass? What actions follow from these questions: What can I learn from this class? How does this information relate to other knowledge?

13. Learn to observe your hidden questions. Observe the kinds of questions you ask--are you judging or learning. Judging questions: Why isn’t this done yet? What were they thinking? Learning questions: How can I help finish this? What does this mean to them?

14. Learn to observe your hidden questions. Observe the kinds of questions you ask--are you judging or learning. Are your questions seeking facts? Is there additional data we’ve overlooked? Or advocating personal preferences? Isn’t this a bad idea?

16. Stimulate creativity

18. Close minds

20. Simple or Complex Questions Simple questions: are answered by definitions Complex questions: answered through argumentation and negotiation.

21. A Structure of Thinking 8. to answer a question or solve a problem. 7. based on concepts and theories, 2. from a point of view, 3. based on assumptions, 6. to make inferences and judgments, 4. leading to implications or consequences. 5. We use data, facts, and experiences,

22. A Structure of Thinking 1. We think for a purpose (goal), What is the purpose of this? What are we trying to accomplish?

23. A Structure of Thinking 2. from a point of view, What is our view of this? What is their view of this? Is there another way of looking at this?

24. A Structure of Thinking 2. from a point of view, 3. based on assumptions, What are we taking for granted here? Why are we assuming that . . . ? Are our assumptions correct?

25. A Structure of Thinking 2. from a point of view, Are we implying that . . . ? If we do this, what are the likely consequences? 3. based on assumptions, 4. leading to implications or consequences.

26. A Structure of Thinking What evidence do we have to support our comments? Have we missed any information? 2. from a point of view, 3. based on assumptions, 5. We use data, facts, and experiences, 4. leading to Implications Or consequences.

27. A Structure of Thinking How did we reach that conclusion? Is there another conclusion we could reach? 2. from a point of view, 3. based on assumptions, 6. to make inferences and judgments, 4. leading to Implications Or consequences. 5. We use data, facts, and experiences,

28. A Structure of Thinking 7. based on concepts and theories, 2. from a point of view, What is the main idea underlying our judgment? Are we using the appropriate concepts? What if we use rival theories? 3. based on assumptions, 6. to make inferences and judgments, 4. Leading to implications or consequences 5. We use data, facts, and experiences,

29. A Structure of Thinking 8. to answer a question or solve a problem. 7. based on concepts and theories, 2. from a point of view, What is the question? Is it an important question? What other questions might be important? 3. based on assumptions, 6. to make inferences and judgments, 4. leading to Implications Or consequences. 5. We use data, facts, and experiences,

30. A Structure of Thinking 8. to answer a question or solve a problem. 7. based on concepts and theories, 2. from a point of view, 3. based on assumptions, 6. to make inferences and judgments, 4. leading to implications or consequences. 5. We use data, facts, and experiences,

31. 6 types of questions 1. Who and What questions Challenges relating to people, things. 2. How much questions Challenges relating to measuring and counting. 3. When questions Challenges relating to scheduling and timing.

32. 6 types of questions 4. Where questions Challenges relating to directions and fit. 5. How questions Challenges relating to how things influence others. 6. Why questions Challenges relating to doing the right thing.

33. Asking questions for intellectual depth. Simply reading and/or listening is easy. Thinking deeply about what you read and hear is hard. Formulating good questions leads you to think more deeply about what you read and hear.