Provoke the Change you Wish to See in the World

In most industries, we spend a lot of time talking about solutions. New models. New interventions. New technologies. But before we jump to solutions, I want to ask a different kind of question:

Are we asking the right questions to begin with?

In our work at the intersection of innovation and organizational change, we've learned this: The quality of the question shapes the quality of the change. Thoughtful, provocative questions are more than just conversation starters—they’re catalysts for reflection, dissonance, and eventually, transformation.

Why Questions Matter More Than Answers

We’re trained to find answers. We may be administrators, data analysts, clinicians even—people who solve problems. But organizational change doesn’t come from having the right answer—it comes from having the right tension. The kind that makes a leadership team pause and say, “Wait… why do we still do it that way?”

Questions create that pause.

They open up space for truth-telling, discomfort, and innovation. In fact, a well-placed question often does more than a full PowerPoint deck. It challenges the status quo and invites people to think differently—together.

What Makes a Question “Provocative?"

A provocative question isn’t about being edgy for the sake of it. It’s about surfacing what’s unspoken, naming what’s avoided, and pointing to what’s possible.

Here’s what we look for in a great question:

• It invites reflection, not defensiveness.

• It creates just enough dissonance to spark curiosity.

• It centers on values, not just metrics.

• It holds space for complexity—because change is rarely linear.

  
  

Examples of Questions That Shift Conversations

In leadership consultations or innovation design sessions, we often use questions like:

• “What would we do differently if we believed every person on our team wanted to do excellent work?”

• “What would it look like if we stopped measuring productivity and started measuring alignment?”

• “How do our current metrics reflect our mission—and how do they miss it?”

• “Who is not at this table that should be?”

• “Where are we prioritizing efficiency over effectiveness—and what is it costing us?”

  
  

These aren’t easy questions. They’re designed to make you sit back, blink, and think.

The Role of Psychological Safety

Let’s be real—asking provocative questions in a system that’s already under pressure can feel risky. That’s why psychological safety matters. You can’t spark transformation in a room where people are bracing for judgment. You have to build trust, show up with humility, and model vulnerability.

Sometimes, the most radical thing you can do in a boardroom is say, “I don’t know—but I’m curious.”

How to Start Asking Better Questions

If you want to shift from problem-solving to meaning-making in your organization, try this:

1. Start with curiosity. Ask yourself what assumptions you’re making. Then ask others.

2. Go slow to go fast. One good question can do more than five strategies.

3. Use silence as a tool. Ask, then pause. Let the weight of the question do the work.

4. Listen with your whole self. Not just for answers, but for emotions, values, and possibilities.

5. Be willing to be changed. A truly good question doesn’t just change the room—it changes you, too.

   
   

At the end of the day, our ability to drive meaningful change, isn’t just about what we know or what we implement. It’s about what we’re willing to ask.

Because when we change the question, we change the conversation. And when we change the conversation, we change the system.