You can always ask a question.
Invitation
A Moving Question is simply a question. An invitation to explore what it true to you. At that moment. In that context. It’s not a technique you have to practice for years. It’s not a ritual. It’s not a worldview you have to adopt first. You ask it out loud to someone else or silently to yourself, and then you wait. That’s all there is to it.
add
Everything you already know and can do remains the same. Your education, your models, your experience. Moving Questions don’t replace any of that. It adds to it. Think of dark chocolate with chili peppers: a combination that creates something that didn’t exist on its own.
straightforward
A Moving Question is an invitation, not a request for information. You don't ask for proof, and you don't steer the conversation toward an answer you already have in mind. You keep the question open-ended and create space for all possible answers.
use
Not always. Very often, a simple, good question is enough. You use a Moving Question when the problem keeps coming back in a slightly different form. When you’re working harder than you should and nothing is changing. Or when your gut already tells you something that the facts don’t yet support. Three signs that it’s not about the problem you see.
example
A team of experienced professionals had written on a poster what they were supposed to be working on: they kept at it endlessly, made no decisions, and were uncertain. When someone confirmed this out loud, Siets asked if it had ever been any different, and when this had started. From a completely different corner, a year was called out: 2003. It became dead silent, and in that silence, the story emerged of a serious mistake that had caused a great deal of harm to people years earlier. What had been called “uncertainty” on the poster turned out to be a
contact
keynotes
Presentations or workshops for groups of 25–500 people in Dutch or English. Focused more on content than on entertainment. Always tailored to your needs.
training
Always focused on integrating—and thus applying—systemic intelligence in the ways organizations think, make decisions, act, and manage. A favorite among leaders, HR professionals, auditors, and board members. Online or on site.
organization coach
Facilitating and guiding difficult conversations—whether because they keep circling back to the same issues, seem hopeless, involve a problem that’s too big, require a clear direction, or involve interpersonal conflict. Starting at the management team level; never on an individual basis.