Quotes About Insight

Axel smiled. "They say that good judgment comes from experience. And experience come from bad judgment." Alec laughed...

It appears that so-called common sense is a most uncommon commodity nowadays.

It also helps to have a wide base of knowledge on all sorts of things that might seem to be unrelated to the problem—the more eclectic your storehouse of information, the more possibilities for unexpected connections.

Always the beautiful answer Who asks a more beautiful question. —E.E. Cummings

For a questioner, it's important to spend time with challenging questions instead of trying to answer them right away. By "living with" a question, thinking about it and then stepping away from it, allowing it to marinate, you give your brain a chance to come up with the kinds of fresh insights and What If possibilities that can lead to breakthroughs.

The designer George Lois, who claims some of his best ideas have come while meandering through the Metropolitan Museum, says, "Museums are the custodians of epiphanies.")

So perhaps the first rule of asking why is that there must be a pause, a space, an interruption in the meeting, a halt of "progress," a quiet moment looking out the window on the bus. Often, these are the only times when there is time to question.

What do you want to say? Why does it need to be said

Part of the value in asking naïve questions, Bennett says, is that it forces people to explain things simply, which can help bring clarity to an otherwise complex issue. "If I just keep saying, 'I don't get it, can you tell me why once more?,' it forces people to synthesize and simplify—to strip away the irrelevances and get to the core idea.

or flashlights that, in the words of Dan Rothstein of the Right Question Institute (RQI), "shine a light on where you need6 to go.

Rothstein maintains. "Just asking or hearing a question phrased a certain way produces an almost palpable feeling of discovery and new understanding. Questions produce the lightbulb effect.

we all live in the world our questions create.

Great questioners "keep looking"—at a situation or a problem, at the ways people around them behave, at their own behaviors. They study the small details; and they look for not only what's there but what's missing. They step back, view things sideways, squint if necessary.

nonexperts or outsiders are often better at questioning than the experts. No one would argue that expert knowledge isn't valuable—but when it's time to question, it can get in the way.

What makes you think you know more than the experts? (The answer is that you don't know more, you know less—which sometimes is a good thing.) Another

After observing about a hundred Q-storm sessions around the world, Gregersen has noted some patterns. "At around twenty-five questions, the group may stall briefly and say, 'That's enough questions.' But if you push on beyond that point, some of the best questions come as you get to fifty or even seventy-five.

Picasso was onto this truth fifty years ago when he commented, "Computers are useless—they only give31 you answers.

The most important thing business leaders must do today is to be the 'chief question-asker' for their organization," says the consultant Dev Patnaik of Jump Associates. However, Patnaik adds a cautionary note: "The first thing most leaders need to realize is, they're really bad at asking questions.

What the wise do in the beginning, fools do in the end.

Your greatest strength is knowing what you cannot do.

Chiun had often warned him against thinking too much, lest his greater senses be dulled to the subtleties of the moment.

Age is a matter of feeling, not of years.

The eyes are hammers.

That the analogy contains a grain of truth does not make it the less mischievous.