When it comes to abstract reasoning—where logic and deduction help solve complex problems—asking "why" is key. It helps us get to the root of things, whether we're looking for causes, effects, or deeper meaning. But in everyday conversations and creative thinking, "why" doesn't always land the way we expect and can sometimes have unintended effects.
Posing a question like "Why isn’t this experiment working?" is a perfectly reasonable way to analyze the mechanisms at play within a process or procedure. However, asking "Why is our lab space always a mess?"—while seemingly just as valid, or even rhetorical—may carry an implicit accusation. It can suggest that others are failing to carry their weight, even if that’s not the intention. While this approach may prompt some colleagues to take action, it’s just as likely that they will perceive the question as a form of blame and respond defensively.
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Asking “why” can also be a catalyst for excuse-making and misdirected thinking, making it less effective for driving innovation and creative problem-solving. I recall a meeting early in my career as a young sales manager, shortly after joining a new company. I was leading a team of five or six salespeople, all of whom had been with the company for years and were facing challenges in their sales efforts. In an attempt to diagnose the issue, I posed the question: "Why aren’t we hitting our sales numbers?"
I then went around the table, asking each team member for their perspective. The first person blamed the economy, the next pointed to aggressive competition, and another cited the company’s lack of innovation. Each team member enthusiastically agreed with the previous comments while adding their own reasons to the growing list. By the time we had finished, the consensus was clear: we weren’t going to meet our sales goals for the year.
I sat for a moment and then stood up, walked over to the whiteboard, and wrote: "How might we achieve our sales goals this year?" I then went around the table once again. Initially, there was hesitation—after all, we had just spent 20 minutes listing a dozen reasons why we couldn’t succeed. But slowly, ideas started to emerge. One person suggested a new sales strategy, another proposed a marketing initiative, another a new product idea. Soon, each person was building upon the last. By the time we finished, we had 20 viable ideas for not only reaching our targets but potentially exceeding them.
In both discussions, creative thinking was at play. But the difference was profound: "Why" led to a focus on reasons, causes, and excuses—some valid, some not. "How" inspired solutions and actionable strategies. From that moment on, I became more mindful of the types of questions I asked. Before posing a "why" question, I now pause to consider: Would a "how" question be more productive in this situation?
I find that "how" leads to better outcomes more often than not because it tends to foster a solutions-oriented mindset. For example, instead of asking, "Why is our lab space always a mess?" asking, "How might we keep our lab space consistently tidy?" may yield a more productive response and outcome.
So, next time you feel the urge to ask a "why" question, consider whether a "how" question might serve you better. You may find that it leads to more constructive conversations, innovative problem-solving, and better results.
