Chapter 3 / 14 4 min read

Open questions from a label to a specific situation

Starting and guiding a conversation

A man sets aside a large label and turns his attention to one specific situation.

Zoom in on one event

From a label through a generalisation to a situation you can ask about. Choose a closer view.

An author-created example based on Martin’s example in this chapter.

A judgement about yourself

‘I’m a weakling.’

Generalisation

‘I say yes to everything.’

One event

‘Yesterday I accepted some evening work, even though I had plans with my family.’

What did you expect would happen if you said no?

A colleague’s request
He wanted to finish a presentation. Martin said he did not pressure him into it.
Martin’s fear
‘He’ll think I’m unreliable.’
A counterexample
When Martin once had no time, the colleague said he would ask someone else.
Martin’s own step
‘I’ll look at the dates and get back to you by three.’

Evidence has been added, not a diagnosis. A request, an expectation and previous experience are not the same thing.

‘Why does your colleague take advantage of you?“

‘Take advantage’ already inserts an interpretation of the colleague’s behaviour. Martin has not confirmed it. A question mark alone does not make a question open.

An open question: ‘What did you expect would happen if you said no?’

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Martin deals with dozens of messages during the day. In the evening, he feels he has done nothing properly and does not want to burden his friend again. He opens a chat. He writes that he is probably incompetent and receives lengthy reassurance about his worth. It pleases him for a moment. But he still does not know what is actually happening.

This time, he tries guiding the conversation differently.

Martin: I say yes to everything, then I’m angry at home. I’m probably just a weakling.

AI: Let’s stay with one situation. When did you last agree to something you did not want to do?

Martin: Yesterday, a colleague wanted to finish a presentation. I said I could manage it that evening, even though I wanted to be at home with my family.

AI: What did you expect would happen at that moment if you said no?

Martin: That he would think I was unreliable. But actually, he didn’t pressure me into it.

AI: So we have his request and your fear of refusing. Can you think of a situation when you said no to him? How did he respond?

Martin: Once I had no time, and he said he would ask someone else.

AI: That is one experience that may clarify your worry. What would you like to do differently next time?

Martin: Not answer immediately. First look at what I have arranged for the evening.

Martin separated his colleague’s request from his own worry. He also recalled an experience that did not fit the original ‘I can’t say no’. He found a specific change he wants to try: ‘I’ll check my dates and get back to you by three.’ For now, he did not need to decide whether he had a problem with self-confidence or explain all his difficulties.

Notice what work the response did here. It did not offer a finished portrait of Martin. It helped him move from judging himself to one event, and a question opened up a place he had not looked at himself. He supplied the decisive evidence and chose the next step. You can work similarly with a reaction you do not understand, without having to agree at the outset on ‘what kind of person you are’.

A question can open things up, but can also lead

‘What did you expect would happen?’ leaves Martin room to answer. ‘When did your parents teach you that you would only receive love through achievement?’ already fills in a family history he has not described. A question mark can conceal an assumption just as strong as a finished conclusion.

You do not have to answer such a question on its own terms. You can return the conversation to what you actually said:

I did not mention that connection. Return to the last situation. First tell me what really follows from my description, then ask a question that does not anticipate the answer.

You can also correct your own description. Martin might first have written ‘my colleague forced me’, then realised that was not accurate. Once he corrects the event, the further conversation should work from the correction. He is still troubled by agreeing at his family’s expense; he simply no longer needs the explanation that his colleague pressured him. In an honest search, the description becomes more precise. You do not have to defend the first version just because you wrote it.

If you want to stay with the feeling for now, say so: ‘I don’t want a plan yet. Help me find words for what I was experiencing at that moment.’ The assistant can offer words for you to choose from. ‘Disappointment’ may fit; ‘fear’ may not. Your correction carries more weight than the fluency of its interpretation.

When you want to keep working

Next time, bring what has changed since the last conversation: ‘This time I delayed my answer. My colleague agreed, but I was still nervous.’ Discuss what happened, what was different and what you need next. A new experience gives the continuation a firmer basis than more personality profiling over the same information.

You can save a short note for next time: what you realised, what remains open and what you want to try. If AI prepares it, read even the parts that sound confident and polished. Your experience should remain in it, and so should your disagreement. Today’s working hypothesis should not become a permanent characteristic when read again.