It is important that the writer respond to the two articles in two separate paragraphs with each
paragraph concluding with a reference list for the particular paragraph. The writer must use pear
review articles to support his comments, and cannot just repeat what the writer has written but has to
give an analytic response to the article. I
I will upload the articles.
Comments and constructive criticism
Response to Article 1
In this article, the student has rightly described how asking effective or good
questions could actually bring about innovation. Citing McKinney (2012), the student is spot
on by stating that effective questions in fact challenge people’s knowledge and suppositions,
which could in turn stifle innovation. In essence, questioning resulted in instant cameras and
COMMENTS AND CONSTRUCTIVE CRITICISM 2
windshield wipers, in addition to many other innovations. Furthermore, the student is right by
stating that people who seek perfection do so since they are prepared to question their beliefs
and views. To add on what the student has stated in the post, effective questions are those
questions which cause people to really think before answering it, and which reveal answers
which had eluded them in the past (Luntz, 2011). The student has rightly stated that Harley-
Davidson is one example of an organization that began when effective questions were asked.
Companies like Pixar, Pandora, Netflix and Dropbox also began with a founding question
(Kastelle, 2013). It is notable that there are different ways that can be used to generate input
for an organization, and as McKinney (2012) pointed out, the most effective way is by
learning to ask the types of questions which could lead the individual to a real innovation or
discovery. Lastly, the student has clearly explained how strategic leadership and questioning
practices could actually be applied to developing the right mix of projects.
References
Kastelle, T. (2013). Can asking better questions make us better innovators? Crescent City,
CA: CRC Press.
Luntz, F. I. (2011). Win: The key principles to take your business from ordinary
to extraordinary. New York, NY: Hyperion.
COMMENTS AND CONSTRUCTIVE CRITICISM 3
McKinney, P. (2012). Beyond the obvious: Killer questions that spark game-changing
innovation. New York, NY: Hyperion.
Response to Article 2
In this article, the student is spot on by noting that being innovative requires one to be
different, and that two killer questions that lead to innovation are investigative questions and
factual questions. This is something which McKinney (2012) has clearly articulated in his
book. The student is also right by saying that by means of investigative questioning, a
company can engage employees who demonstrate resistance to change. The internet, the
Olympics and the International Red Cross all started with a question. So did the mobile phone
(Kastelle, 2013). To add on what the student has stated, killer questions are particularly
important in leading to innovation. One killer question is as follows: what do the company’s
potential clients dislike about the purchasing experience? (McKinney, 2012). Many
businesspeople have really never asked that question of their business or themselves.
Investigating what the potential clients do not like about purchasing a product/service could
be crucial particularly when the company’s rivals are not making that investigation. Student
is also right by stating that lack of leadership competency can impede a project’s success
(Schafer, 2009). The student has partially explained how strategic leadership and questioning
practices could actually be applied to developing the right mix of projects.
References
Kastelle, T. (2013). Can asking better questions make us better innovators? Crescent City,
CA: CRC Press.
COMMENTS AND CONSTRUCTIVE CRITICISM 4
McKinney, P. (2012). Beyond the obvious: Killer questions that spark game-changing
innovation. New York, NY: Hyperion.
Schafer, J.A. (2009). “Developing effective leadership in policing: perils, pitfalls, and paths
forward”, Policing: An International Journal of Police Strategies & Management,
(32 ), .238-60.
