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ANALYSIS/ABILITY TO PROBE

Discussion:

           Analysis and probing are fundamental skills to management. Analysis is the ability to break the apparent situation down into its component parts, and trace the relationships between the parts. By doing this, a manager can come to understand the mechanics and dynamics which underlie surface situations. Only when these underlying aspects are understood, can one take truly effective action at those points most amenable to intervention. Without analysis, it cannot be said that the manager “knows what he is doing.”

           A lack of ability to analyze stems from lack of practice. Although people vary in their natural gifts, anyone can improve his or her ability to analyze. As always, the first step is to recognize that one needs to improve in this area. Dissatisfaction always preceded development. One excellent indicator of a need to improve is the tendency to “get surprised.”. If you find that you are “stepping in it” repeatedly, then you are an excellent candidate for development in analysis.

           Before analysis can take place, there must be some raw material to analyze. One always begins with the perceived situation, of course. However, initial perceptions may not offer enough “handholds” for the analyst to begin his or her “climb.” Here is where probing comes in. Probing is the ability to expand one’s appreciation for what is really going on by asking penetrating questions.

           There are two methods of questioning. The first is the “survey.” This is the method of asking a question or two about each of a number of aspects of a presenting issue. One asks a question about a topic, receives and answer, and moves to a different topic. This is an excellent means of getting the general “lay of the land” with regard to the central issue.

           The second method is the “probe.” A probe, or probing, is a technique of digging deep into a single issue aspect or topic. The procedure is to ask a question, then listen to the answer, then ask a question about that answer. Continue by listening to that answer, and asking a further question about it. Proceed question by question, answer by answer, until you strike the heart of the issue. No expertise at all is required for this procedure because the person being questioned provides all the information needed, the questioner simply asks for explanations of that information. Probing and surveys combine beautifully and powerfully. Use them together for best results.

           The best news in this is that practice in probing itself conditions a person’s analytic capacities. Analysis itself is really, for the most part, a highly refined ability to question and probe. Begin at the beginning, and practice what falls easily to hand, and higher levels of analysis will come easier and easier. Ask questions. Check things out. Stop getting “surprised.”

Prescription:

1.Follow the above two methods of questioning.

2.Practice questioning and probing regularly. For example, pick any object and ask 30 to 40 questions about it. Do this daily.

3.Analyze the comments presented on the previous page, if given. Don't rationalize, discredit, or minimize their content. These will often give you some real clues in developing this area. Understanding your development needs will allow you to start development quickly.

4.Obtain a mentor/coach who is someone you trust and who will pledge a half an hour to an hour per month to give you honest feedback and observations about your performance on this dimension. This person need not be an expert in this area. A friend or immediate supervisor is typically not a good mentor. The mentor acts as a partner to support your developmental efforts. (For mentor training or to obtain a Mentor's Handbook contact the Bartell Center for Executive Assessment & Development.)