The team can quickly answer a wrongly asked question. We get a plan, deadlines and division of tasks without checking what we are actually trying to solve.
Therefore, before answering, it is worth asking: what do we know, what do we assume and how will we recognize that the problem has been solved? What do the people who do this work every day and the users who feel its consequences say?
I expect the leader to be willing to change their question as well. If new data show that the initial assumption is not good, authority is not saved by defending it. It is more useful to clearly state what we have learned and how it changes the agreed procedure.
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