There is a natural tendency to avoid asking questions when you are uncertain as to what the answers will be. As a result, managers often avoid asking questions. Instead, they just tell the employees the answers they really want to hear. It may seem like you are giving up control when you ask an open-ended question that engages the employee. But, it doesn't have to be a scary proposition. One way to encourage dialogue while still guiding the direction of the conversation is to use sideboards to frame the question.
Frame the question with sideboards.
Sideboards are the parameters that frame an issue. They are the "givens." Sideboards are the assumptions you have already made that are non-negotiable. In most situations, there is background information that must be considered before a conversation can progress. Those are the sideboards. Usually there are limitations (time, money, resources, etc.) that must be noted when you are exploring options. Those are the sideboards.
The challenge is to state the sideboards clearly before asking a question that involves the employee in finding the solution. Here are some examples of sideboards in action:
Given our current budget situation...which of our projects is the highest priority?
Assuming we will meet our end of the year objectives, what additional tasks should we pursue?
Knowing that our relationship with this client is tenuous, what options do we have for satisfying this order?
Given the restrictions placed upon us in the regulations, what alternatives should be considered?
As a manager, you can establish parameters that will help employees find workable, effective, and successful solutions to issues and challenges. Considering the challenges public sector agencies are facing today, it is critical that we define the parameters of the issue before asking for input. Think about the sideboards.