ࡱ> UWTa jbjb11 0 [[ 0 0/$#######,%R)(|### #$#:!l# AO"*##0/$"((T#00 00 Strategic Questioning: a Summary First level questions Short lever questions describing the issues or problems. These are about what is. 1 Focus questions Identify the situation and key facts needed to understand the issues. Questions and tone should be open and non-partisan. Questions should be equally valid for all people, no matter what their position on the issue. What concerns you? What do you think about . . .? How has affected you? 2 Observation questions What someone has seen or heard about an issue or situation. What have you seen? What have you heard? What affects have you noticed in others? 3 Analysis questions Focus on meanings given to events and how someone thinks about the situation their motivations and the relationships between people and events. What do you think about . . .? What are the reasons for . . .? What is the relationship of . . . to . . .? Why do you say that? 4 Feeling questions Concerned with body sensations, emotions, and health. These feelings often interfere with thinking, trust and imagination and need to be acknowledged. How do you feel when you think about . . .? How has this affected your emotions, your health? Second level questions Long lever questions which dig deeper by asking strategic questions. These are about what could be. 5 Visioning questions Identify and articulate visions, dreams and values. Make them real. How would you like it to be? What does this situation mean in your life? How could our group be more effective? 6 Change questions How to get from the present to a more ideal situation. This may be incomplete and you might return to this point as future options emerge. How could the situation be changed to meet your vision? What will it take to move towards the ideal? What needs to change? How might those changes happen? Name as many ways as possible. 7 Consider the alternatives Examine the vision(s) and the change(s) needed. Look for as many alternatives as possible, including those that seem strange or unlikely. Dont give more time, focus or enthusiasm to any one alternative. Consider future alternatives. What are all the ways you can think of to make these changes? How could you reach your goal? What are other ways? 8 Consider the consequences Look at the consequences of each alternative the personal, social, environmental, economic and political consequences. Give equal time and energy to each. What would the consequences be? (personal, social etc) How would this alternative affect other people? How would you feel personally? 9 Look at the obstacles Examine the obstacles to each alternatives and ways in which they can be dealt with. What would need to change for alternative . . . to work? What needs to change so that you can . . .? What stops you getting involved? 10 Personal inventory and support Identifying ones personal interests, potential contribution and the support needed to be able to act. This might be emotional, verbal or financial. What support would you need for change? How can I support you? What would it take for you to participate? What would you like to do that might help bring about these changes? 11 Personal action Getting down to the specifics of what to do, how and when to do it. The actual plan begins to emerge, perhaps over several separate sessions. Alternative plans and possible outcomes are relevant, as are the short and long term. Who do you need to talk to? How could you get others interested in this? How can you join a group that is interested in this? How could you form a group to work on this? !7ez  ( 4 P GZh5@hCJ h5@hh5@h>*CJh!7u'<ez + K w 7 c  & F & F & F & F  & F & F ]gdgd$a$gd  ( l z 4 P :xh[ & F  & F gd & F & F & FgdGZ>Z & Fgdgd & F gd & F .:p|. 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