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One of the most infuriating and enlightening one-word question that comes up at your organization's meetings: Why?

Jennifer Riel is the Associate Director at the University of Toronto's Desautels Centre and was a key researcher developing the ideas that lead to the book, Opposable Mind by Roger Martin. Her presentation this morning at ASAE's Invitational Forum on Leadership & Management in Toronto is the inspiration for this post. The comment that popped the idea was this: "If you have a fundamental assumption, question it."

It's a nice sound bite, one of many. And when I look at some of the others I thought were meaningful, they, too circle back to this simple little question: "Why?" Such as these:

"Surrounding ourselves with people not like us will help us make better decisions."

"The best decision makers add complexity early on in process."

"Someone who disagrees with you is a gift."

The question "Why?" is infuriating because we have a set course of action in mind. It's infuriating because it challenges us, our ideas, our authority, etc. It gets in the way and stalls things.

It's enlightening because it forces us to think about the reasons we have the assumptions we have. It opens doors to new thoughts and ideas. It gets in the way and helps us make things better.

So when somebody asks the question, you do have a choice of how to react, and likely as not, it's ingrained in your organization's culture. And if no one questions why, that too is likely part of your culture.