Framing Effective Questions
The quality of your question directly impacts the quality of the debate and final recommendation. Learn how to frame questions that unlock deep analysis.
Core Principles
Avoid Yes/No Questions
Questions that can be answered with "yes" or "no" limit the depth of analysis. Instead, ask about trade-offs, risks, and multiple options.
❌ Poor
"Should we launch in Singapore?"
✅ Better
"What are the trade-offs between launching in Singapore versus Australia, considering our target market, regulatory environment, and resource constraints?"
Include Context and Constraints
Provide relevant background information, constraints, and success criteria so Agents can make informed recommendations.
- Budget limitations
- Timeline requirements
- Regulatory or compliance constraints
- Strategic objectives
- Risk tolerance
Ask for Analysis, Not Just Answers
Frame questions that invite Agents to explore multiple perspectives, identify risks, and evaluate trade-offs.
Good questions often start with: "What are the trade-offs...", "How should we evaluate...", "What risks should we consider...", or "What factors influence..."
Question Structure
A well-structured question includes:
1. The Decision Context
What decision needs to be made and why is it important?
2. Key Constraints
What limitations or requirements must be considered?
3. Desired Outcomes
What success looks like or what you're trying to achieve.
4. Analysis Request
What type of analysis or evaluation you need.
Example Questions
Product Strategy
"The company is considering a strategic shift from fixed/seat-based billing to usage-based Adaptive Billing to capture an estimated 15% uplift in customer LTV and preempt competitor moves by Q4 2026. This transition would materially affect revenue predictability, legal exposure, and engineering priorities, with 60% of ARR currently locked in fixed-term contracts and a hard constraint of a $50K budget for a Q2 2026 SMB-focused pilot. The board must balance growth upside against compounded Finance, Legal, and Engineering risks to decide whether, how, and when to commit to a broader billing platform refactor in H2 2026."
Enterprise Deal Strategy
"A B2B sales team is pursuing ACME Corp. They have an RFP, a known competitor, and limited internal coordination. They need a unified win plan covering stakeholder mapping, ROI story, objection handling, and negotiation levers."
Market Entry
"We're evaluating entry into the European market. What are the trade-offs between establishing a direct presence versus partnering with local distributors, considering our product complexity, regulatory requirements, and $2M annual budget?"
Common Mistakes to Avoid
Too Vague
"What should we do about our product?" → Be specific about the decision and context.
Missing Constraints
Not mentioning budget, timeline, or other limitations leads to unrealistic recommendations.
Leading Questions
"Shouldn't we launch in Singapore?" → Frame neutrally to get honest analysis.
Too Many Questions
Focus on one primary decision per session for best results.