Systemic questions: the path to new answers

Language is an expression of our values, motives and needs. The way we ask questions has a significant influence on the thoughts and actions of the person we are addressing. With targeted questions, we can invite people to new perspectives and initiate change processes.

The umbrella term ‘systemic questions’ covers a range of different types of questions that are used primarily in systemic counselling, therapy and coaching. In this blog post, I describe the purpose of systemic questions, provide specific examples and also highlight possible side effects that the use of this technique can bring.

When are systemic questions useful?

Systemic questions are particularly useful when it comes to breaking out of entrenched ways of thinking and behaving and finding new answers to seemingly unsolvable problems. These questions are not aimed at providing direct solutions, but rather at encouraging the person being asked to independently develop new perspectives. By asking systemic questions to help them search for answers that they were previously unaware of, clients’ ability to help themselves is strengthened and their resources activated.

Systemic questions are also a valuable tool in the world of work, for example for company managers who want to put people first and promote personal responsibility and independence. They enable the resolution of conflicts, improved cooperation and support for individual development processes. In teams, systemic questions can help to make different perceptions and expectations visible, creating the basis for open, solution-oriented discussions.

However, answering such questions often requires time and patience – both from those involved and from those asking the questions. Systemic questions are not always easy to answer, as they often require deeper reflection and insight. It may well happen that there is a long pause after a question while the person being asked searches for the answer. Patience and attentive listening are crucial in these moments in order not to disturb the thought and development process.

With a little practice, the questioners develop a feeling for how systemic questions can be introduced into the respective conversation context. They then no longer seem contrived or artificial, but fit organically into the conversation. This helps to make the conversation partner feel comfortable and to experience the questions as helpful and not as demanding or manipulative. However, especially in a dynamic work environment, it is important to consciously take time for this type of conversation and not to expect quick answers under time pressure.

In addition, systemic questions can also be used meaningfully in private, e.g. in family or friendly relationships. They make it possible to uncover misunderstandings, explore different perspectives and develop new solutions together.

What systemic question types are there?

There is a whole range of different question types that can be used depending on the context:

1. Scaling questions

We do not always succeed in correctly assessing how our counterpart perceives a situation. In medicine, it has long been common practice to classify the level of pain on a scale. A scaling question is used to find out things that are difficult or impossible to measure objectively in reality. It allows aspects such as satisfaction, motivation, perceptions, impressions, feelings and progress to be discussed and, above all, compared. And in the world of work, we can also use scaling questions to shed light on different perceptions, for example, with regard to teamwork.

Examples of scaling questions:

• How are you today on a scale of 1 – 10?
• On a scale of 1 – 10, how satisfied are you with the cooperation in our team?

Scaling questions convey a subjective sensation and offer the opportunity to ask more in-depth questions: What would have to happen for you to vote a little more towards 10 next time?

2. Resource-oriented questions

Resource-oriented questions can be used to find out which strategies and options have already been tried and which abilities and opportunities are still hidden.

Examples of resource-oriented questions:

• How did you manage to get out of your last crisis? What or who helped you?
• Which of your strengths helped you resolve the conflict with your colleague?

Resource-oriented questions are particularly useful for managers to use in conversations with employees, as they strengthen the confidence and self-efficacy of the person being questioned.

3. Circular questions

We systemics like to irritate our counterpart with the best of intentions in order to initiate change processes and invite a change of perspective. This works extremely well with circular questions. With this questioning technique, clients are not asked about their own attitudes and actions, but about those of other people around them. The aim of ‘roundabout’ questioning is to deliberately take on different positions and perspectives.

Example of a circular question:

• Imagine you are an old, wise woman sitting in your rocking chair, looking back on your life. What would you advise your younger self?

By taking on different positions and perspectives, new solutions for a situation can be created. A circular question could be used, for example, to incorporate the customer’s perspective: What do you think our customer would say about this new development?

4. Paradoxical questions

Irritation usually works well with paradoxical questions. They aim to baffle the client by reinforcing the actual problem. The situation perceived as difficult by the client is exaggerated in this way. This often helps to generate new ideas and approaches to solutions.

Example of a paradoxical question:

• What would step-by-step instructions look like for me to get the same problem?

Humour is usually associated with this type of question. Particularly in deadlocked situations, the resulting lightness can also bring forth creative solutions to a problem.

My personal favourite, often confusing, systemic question is the one about the good intention: What is the good intention behind your (harmful) behaviour? What good thing might be hidden behind it?

Once we have found answers to this question, we can start looking for alternative actions that are more in line with the good intention and reduce harmful behaviour. We can always ask this question, to ourselves or in our professional and private lives, especially when we are very irritated by someone’s behaviour. It helps us to see the situation and the person in a more conciliatory light.

5. Hypothetical questions

To move away from the problem towards a solution, hypothetical questions are very helpful. They usually focus on the future and give those involved the opportunity to play through new perspectives and approaches in their minds. It is less about solving a problem in a concrete way than about evaluating the feasibility of new paths, solutions and aspirations.

Example of a hypothetical question:

• Let’s say your problem went on holiday for a short time. What would be different then?

A special form of the hypothetical question is the so-called miracle question. It is part of the helpful toolbox of questions developed by the American psychotherapist Steve de Shazer [1]. He assumes that it is more helpful to focus on goals, desires, resources and solutions rather than on the causes of the problems.

The miracle question allows participants to fantasise about possible solutions. It is particularly helpful in deadlocked and hopeless situations. The aim is to get the person asked to imagine the best possible outcome. The miracle question helps to create new motivation and positive thoughts.

Example of a miracle question:

• Imagine a miracle happens tonight, you wake up in the morning and go to the office. How would you notice that first thing in the morning?

What are the side effects of systemic questions?

While systemic questions can pave the way to new answers, they are not without risk. A well-asked question requires not only the right wording, but also time and full attention in the moment. Often, systemic questions trigger a deep thought process in the person being asked, which requires time to consider before an answer can be given. In these moments, it is important to remain patient and create space for reflection – a challenge, especially in dynamic work environments where quick answers are often required.

In addition, depending on the context and sensitivity of the issues raised, a systemic question can be perceived as a demand, a provocation or even an attempt at manipulation. This applies in particular to questions that are deliberately intended to irritate and encourage a change of perspective. Here it is important to maintain a sense of proportion and to use appropriate questioning techniques with caution. Asking the right question at the right time determines whether the person asked feels invited to consider new solutions or feels uncomfortable and pressured.

Another risk is that some systemic questions can trigger deep emotional reactions, especially if they invite self-reflection or dealing with difficult personal issues. These unexpected reactions can range from uncertainty to emotional overload. The questioners should therefore be prepared to handle such situations sensitively and, if necessary, be able to refer to further offers of conversation or supportive measures. In counselling and therapeutic contexts, it is particularly important that the questioners have the appropriate skills and experience to deal professionally with emotionally stressful reactions.

In addition, systemic questions can unintentionally create the impression that the questioner already has a ‘correct’ answer in mind or is suggesting a particular direction. This can undermine the client’s sense of self-determination, even though the goal of systemic questioning is actually to strengthen personal responsibility and autonomy. To avoid this effect, it is important to formulate questions neutrally and openly, while also making sure to leave enough room for individual answers and solutions.

Finally, it is also possible that the use of systemic questions may be met with resistance in certain contexts, e.g. in hierarchical structures or in a particularly tense environment. Employees may perceive the questions as inappropriate or out of place, especially if the setting is not suitable or the relationship between the questioner and the person being questioned is not stable enough. Here, too, tact is required to ensure that the questions are placed correctly in the respective context and support the desired process rather than hindering it.

Conclusion

Systemic questions are an excellent way to facilitate a change of perspective and initiate change processes in coaching and counselling situations. They can also help managers in a professional context to strengthen their employees’ sense of personal responsibility and problem-solving skills.

When used skilfully, systemic questions can significantly improve communication and cooperation in teams. The trick is to ask questions respectfully, in the right context and with care. Ultimately, they are not just a technique, but an expression of an appreciative and resource-oriented attitude. And as with any tool, it takes practice, time and sensitivity to use them well.

Notes:

Sandra Brauer was so convinced of the effectiveness of the systemic approach in counselling, coaching, therapy and organisational development that she founded theSystemische Netzwerk in the summer of 2020: an online magazine and network by and for systemics – for more visibility of the systemic approach in the virtual world.

[1] Steve de Shazer und Insoo Kim Berg: Strategien der Kooperation in der lösungsfokussierten Kurztherapie

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