“So, you are suggesting I open the team up with a question, instead of just telling them a tried and true new method that worked at my old company?” Simon pushed back.

“What do you think will happen if you don’t get willing cooperation and support for your new idea?” I asked. “I mean, what if another week goes by and nothing changes?”

“I don’t think we have a week,” Simon said.

“Then how can you get things to change?” I continued to press. “When you declare the new way to solve the problem, what happens to the mindset of the team?”

“Well, they are supposed to sit up and listen.”

“But, that is not what is happening,” I replied. “Again, when you make the declaration, what happens to the mindset?”

Simon had to slow down. I broke the pattern of his argument. “When I declare the best way to solve the problem,” he started, slowly. “I communicate to the team there is no other way to solve the problem. I shut down the possibility of alternatives.”

I nodded. “And, when you shut down the possibility of alternatives, what is there to talk about?”

Simon grinned. “I guess the only thing to talk about is, who is right and who is wrong?”

“And, do you really want to have an argument of who is right and who is wrong, or do you want the team to explore the possiblity of a better way to solve the problem?”