Principles of procedure

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Recurrent refinement
The CQs and PQs originally selected often need to be modified or adapted, even transformed, in response to emerging discoveries and insights or changing conditions. In these circumstances sticking with those first identified is

analogous to implementing a plan of action that is no longer appropriate or effective. 

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Selected GGQs are much less likely to need changing. Although others may need

to be added. 

Extent of questions
CQs and PQs that direct and shape investigations need to be manageable.  Too many

can become unwieldy, even confusing. The irony is a lack of or dilution in purpose. Instead

they need to be prioritized without losing the scope of questions posed.

Sometimes differentiating between CQs and PQs is difficult, almost impossible. In these

circumstances attempting to do so can be counterproductive and an unnecessary distraction.

Better to leave them as a 'job lot'.

Nature of the activity
The context in which an inquiry is couched affects the way the 'double diamond' for inventiveness is applied. 

• A developmental project from the ground up would probably engage both 'discover and design' and 'development and enact' cycles, most likely in that order.

• A project focused on refinement of extant practices might only need to engage the 'develop and enact' cycle.

• A project that starts with refining extant practice may need to backtrack to the 'design and development' cycle if extant action is found to inadequate to the point of no longer being useful or effective.

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Thinking purposefully
The impact of questions is affected by their style. 'Wonderment'

questions explore the unknown outside the field of previous experience.

'Vexing' questions dig deeply into what is already known or experienced. 

When 'wonderment' and 'vexing' questions are applied in combination

the intensity of investigative dialogues is often enhanced.

Intention also affects exploratory dialogues. Critical thinking focuses on

analysis whereas creative thinking is concerned with alternative and

novel ideas. Juxtaposing both thinking strategies often provides the

tension needed for outcomes to be innovative and practicable. 

 

Scope of inquiry

Depending upon need and circumstance projects and inquiries need to

encompass a broad range of issues and perspectives. In what ways do

they, or should they, encompass-

• Cultural and ethos, not just isolated bits and pieces

• Depth and subtlety of information, not simplistic or thin data

• Lifeworld issues, not just a smorgasboard of matters

• Innovation and improvisation, not just an assemblage of ideas and practices

• Vision and forward thinking, not jus a search for reputable destinations.

 

Who's questions

It is important to recognize who is posing the questions being addressed in a project/inquiry. Are they collaborative group questions or do they represent questions in the mind of leaders? Or are they personal questions peculiar to each person involved?

 

Different people typically have unique perceptions of the same question.  A challenge is to build a shared understanding of what they mean through collaborative dialogue. And at the same time appreciate and respect individual interpretations and emphasizes. Especially as the sensemaking required is inevitably personal.