{"id":1442,"date":"2005-01-04T12:52:11","date_gmt":"2005-01-04T17:52:11","guid":{"rendered":"https:\/\/balmert.com\/?p=1442"},"modified":"2019-02-18T12:59:41","modified_gmt":"2019-02-18T17:59:41","slug":"biggest-mistake-number-9","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2005\/01\/04\/biggest-mistake-number-9\/","title":{"rendered":"Maior erro n\u00famero 9"},"content":{"rendered":"
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Maior erro n\u00famero 9:
Deixar de fazer boas perguntas<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u00a0\u201cMinha maior for\u00e7a como consultor \u00e9 ser ignorante<\/em>
e fa\u00e7a algumas perguntas. "<\/em><\/p>

~ Peter Drucker<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Fa\u00e7a uma pequena lista daqueles com maior impacto na conduta dos neg\u00f3cios no s\u00e9culo 20, e o nome Peter Drucker deve aparecer. Como professor, autor e consultor, Drucker teve um efeito profundo sobre n\u00f3s que atuamos como gerentes na ind\u00fastria nos \u00faltimos cinquenta anos. Ensinamos seus m\u00e9todos em cursos de neg\u00f3cios e nossas empresas fizeram uso extensivo de seus conceitos na administra\u00e7\u00e3o dos neg\u00f3cios.<\/p>

Ent\u00e3o, se Drucker achou que as perguntas eram t\u00e3o poderosas, por que tantos gerentes fazem t\u00e3o pouco uso da pergunta como ferramenta de gerenciamento? O que \u00e9 fazer perguntas que as tornam t\u00e3o poderosas?<\/p>

Boas perguntas que merecem boas respostas.<\/p>

Boas perguntas podem fazer o trabalho pesado para os gerentes. Uma pergunta come\u00e7a com algu\u00e9m falando. Para todas as teorias sofisticadas que foram oferecidas sobre a arte da comunica\u00e7\u00e3o interpessoal, a comunica\u00e7\u00e3o n\u00e3o se resume fundamentalmente a algu\u00e9m falando e outros ouvindo o que est\u00e1 sendo dito?<\/p>

Portanto, quando um gerente faz uma pergunta e as pessoas come\u00e7am a responder, ele obt\u00e9m informa\u00e7\u00f5es sobre o que est\u00e1 acontecendo e o que as pessoas est\u00e3o pensando. Que gerente n\u00e3o se beneficiaria com isso?<\/p>

As perguntas envolvem as pessoas. \u00c9 dif\u00edcil ouvir uma pergunta e n\u00e3o come\u00e7ar a pensar nela. Pergunte a si mesmo: "O que voc\u00ea acha que causou o colapso do \u00f4nibus espacial Columbia?" e voc\u00ea come\u00e7ar\u00e1 a pensar em isolamento de espuma, alta velocidade, calor na reentrada e perda de vidas da tripula\u00e7\u00e3o.<\/p>

Exatamente o mesmo acontece quando voc\u00ea faz uma pergunta a outra pessoa. Mesmo nos casos em que eles n\u00e3o respondem, voc\u00ea pode apostar que eles est\u00e3o pensando em sua pergunta. O que tamb\u00e9m significa que eles est\u00e3o prestando aten\u00e7\u00e3o.<\/p>

Perguntas podem moldar a agenda. Quem em nossa gera\u00e7\u00e3o pode esquecer a famosa pergunta "O que ele sabia e quando sabia?" Essas quest\u00f5es acabaram derrubando um presidente. Seis anos depois, a pergunta "Voc\u00ea est\u00e1 melhor agora do que h\u00e1 quatro anos atr\u00e1s?" levou \u00e0 elei\u00e7\u00e3o de outro presidente.<\/p>

Qualquer gerente que queira promover uma causa, como reconhecer os perigos, faria bem em fazer bom uso da mesma t\u00e9cnica, talvez perguntando \u00e0s pessoas que fazem o trabalho: "Que tipos de perigos voc\u00ea est\u00e1 contornando que podem te machucar?"<\/p>

Portanto, se as perguntas oferecem tantos benef\u00edcios aos gerentes, por que eles n\u00e3o s\u00e3o usados com mais frequ\u00eancia?<\/p>

Como testemunhamos nos assentos da primeira fila de nossas carreiras, os gerentes t\u00eam muito mais probabilidade de fornecer respostas do que de fazer perguntas. Aqui est\u00e1 um exemplo perfeito - e tr\u00e1gico -. O CEO de uma empresa ouve os detalhes de uma fatalidade para um funcion\u00e1rio muito experiente. O acidente foi causado em grande parte pela falha do funcion\u00e1rio em seguir os procedimentos de seguran\u00e7a exigidos. O coment\u00e1rio do CEO depois de ouvir a hist\u00f3ria: "Se os procedimentos tivessem sido seguidos, isso nunca teria acontecido".<\/p>

Verdade. Mas, qu\u00e3o \u00fatil foi essa afirma\u00e7\u00e3o?<\/p>

Nunca \u00e9 uma coisa ruim lembrar que os procedimentos de seguran\u00e7a a seguir podem evitar les\u00f5es. Suspeitamos que \u00e9 por isso que os procedimentos foram escritos em primeiro lugar. Esse CEO n\u00e3o teria se sa\u00eddo melhor ao fazer a pergunta: "O que faria um funcion\u00e1rio s\u00eanior que conhecia as regras adotar um atalho que lhe custaria a vida?" Se ele tivesse feito essa pergunta e tivesse obtido a resposta real, ele ficaria chocado.<\/p>

Mas ele n\u00e3o fez essa pergunta. Em vez disso, ele fez exatamente o que a maioria de n\u00f3s, gerentes, faz em situa\u00e7\u00f5es em que estamos procurando uma explica\u00e7\u00e3o: damos uma resposta; Fa\u00e7a um coment\u00e1rio; oferecer uma opini\u00e3o. Por que estamos t\u00e3o inclinados a fazer isso?<\/p>

A resposta pode estar nas habilidades que nos levaram a promover a administra\u00e7\u00e3o em primeiro lugar. Na escola, fomos recompensados por saber a resposta. Quando come\u00e7amos nossas carreiras, fomos reconhecidos pelo que sab\u00edamos. Nosso potencial de gest\u00e3o foi reconhecido em grande parte porque n\u00e3o est\u00e1vamos sentados na fila lenta do aluno na sala de aula.<\/p>

Coletivamente, os gerentes s\u00e3o pessoas brilhantes, apaixonadas por se destacar. Ser reconhecido por saber a resposta certa \u00e9 uma grande parte do que nos levou a viver toda a vida. N\u00f3s criamos o h\u00e1bito de saber a resposta.<\/p>

Nosso conhecimento pode muito bem ser nossa maior for\u00e7a, mas tamb\u00e9m pode ser nossa queda. Saber a resposta errada \u00e9 pior do que n\u00e3o saber nada. Muitos dos problemas que esperamos resolver nos neg\u00f3cios - que envolvem o comportamento humano e a din\u00e2mica do mercado, por exemplo - n\u00e3o v\u00eam com "respostas corretas". Resolver um problema de seguran\u00e7a dif\u00edcil - como por que as pessoas n\u00e3o est\u00e3o seguindo os procedimentos de seguran\u00e7a - n\u00e3o \u00e9 um teste classificado. Voc\u00ea n\u00e3o encontrar\u00e1 a resposta correta na p\u00e1gina 47 em seu livro.<\/p>

Resolver problemas dif\u00edceis requer um bom pensamento. Fazer boas perguntas \u00e9 parte integrante do bom pensamento. Os melhores gerentes fazem as melhores perguntas.<\/p>

A boa not\u00edcia \u00e9 que aprender a fazer boas perguntas n\u00e3o \u00e9 t\u00e3o dif\u00edcil e pode ser facilmente dominado. \u00c9 realmente apenas um caso de formar um novo h\u00e1bito: come\u00e7ar frases com palavras como "quem, o qu\u00ea, quando, onde, por que e como" e terminar a frase com um ponto de interroga\u00e7\u00e3o.<\/p>

Aqui est\u00e1 um exemplo. "Quantas frases neste artigo terminam com um ponto de interroga\u00e7\u00e3o?"<\/p>

N\u00e3o cometa o erro de pensar que voc\u00ea tem que ter todas as respostas apenas porque voc\u00ea \u00e9 o gerente. Nenhum gerente faz. Nossa falta de vontade de admitir o que n\u00e3o sabemos e fazer boas perguntas \u00e9 um dos maiores erros que cometemos. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Boas perguntas podem fazer o trabalho pesado para os gerentes. Uma pergunta come\u00e7a com algu\u00e9m falando. Para todas as teorias sofisticadas que foram oferecidas sobre a arte da comunica\u00e7\u00e3o interpessoal, a comunica\u00e7\u00e3o n\u00e3o se resume fundamentalmente a algu\u00e9m falando e outros ouvindo o que est\u00e1 sendo dito?<\/p>","protected":false},"author":1,"featured_media":1445,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"episode_type":"","audio_file":"","podmotor_file_id":"","podmotor_episode_id":"","cover_image":"","cover_image_id":"","duration":"","filesize":"","filesize_raw":"","date_recorded":"","explicit":"","block":"","itunes_episode_number":"","itunes_title":"","itunes_season_number":"","itunes_episode_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[1377],"tags":[],"class_list":["post-1442","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-top-10-mistakes"],"yoast_head":"\nBiggest Mistake Number 9 | Balmert Consulting<\/title>\n<meta name=\"description\" content=\"Good questions can do the heavy lifting for managers. 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