Only recently, our study has described this phenomenon in detail for the first time. The study is based on in-depth interviews with airport information desk workers. We use the term ‘dysfunctional information requests’ to describe the problem of perfectly clear queries concealing misconceptions that make the queries inappropriate for the underlying task or interest. Sit back and learn more about what we discovered.

Misconceptions can cause people to make requests that are clear but that will not help them with their task or interest. These misconceptions can negatively affect

• what people ask (that is the content of requests),
• in what sequence people make requests, and
• who people ask.

The question “Where’s the closest Italian restaurant?” illustrates a potential effect of misconceptions on the content of an information request.

For requests asked at the wrong process stage, imagine an air passenger asking, “Where is the tax refund station?”. Again, this is a perfectly clear request. But: It is made too early. The passenger has neither checked in nor visited customs yet. For tax refunds, however, passengers must check in first, then reclaim their hold baggage for customs inspection, and then go to a tax refund station. The passenger’s misconception likely arises because hold baggage is typically dropped off at check-in. Whatever the case may be, in the end, passengers will not meet their goal here if they follow a pinpoint answer that directs them straight to the tax refund station.

Generally speaking, misconceptions and dysfunctional information requests can make it harder for people to complete their task and successfully pursue their interest, respectively. People with misconceptions must often put in extra effort (for example, taking circuitous routes) or they even completely fail their task/interest.

In addition, misconceptions and dysfunctional information requests can disrupt the flow of information-seeking conversations. People with misconceptions believe their request is perfectly valid and expect a quick pinpoint answer—so, they usually resist follow-up questions and corrections from information desk workers. In fact, we learnt from our study participants that being follow-up questioned makes people with misconceptions feel frustrated. But without follow-up questions and corrections—so, if information clerks do not recognize a person’s misconception or fail to address the misconception —misconceptions lead to frustration later on, when people realize that the information they got in the information-seeking conversation does not actually help them with their task.

Strategies to handle the problem

The information desk workers we interviewed practice certain strategies to handle misconceptions and dysfunctional information requests. In general, they take a two-step approach: First, they try to uncover dysfunctional information requests. They use a task-focused lens here and look for things that do not add up—either in the request itself or in how the request fits with the situation (that is where the person is or what the person is working on). Next, the information clerks work to repair the request. If the task is still doable, they focus on problem solving: They guide the person toward task completion. If the task cannot be done right now — or at all —they still offer support: emotional support, such as listening, and cognitive support, such as helping people make sense of their situation. In this two-step approach, whenever someone resists counter-questions and corrections, the information desk workers give verbal confirmations, even repeatedly, and if that is not enough, they will offer written proof — like official handouts — to help build trust.

Implications: Moving beyond request-based information search

Insights into dysfunctional information requests may help to design better information systems. The study findings highlight that people’s subjective needs for information can be unreliable and even counterproductive for supporting them in their tasks and interests. This questions the common way information systems are designed—around user requests. Instead, it might be more reasonable to build information systems around people’s tasks, interests, and the associated objective information requirements. One solution could be to provide information more proactively. Moving beyond request-based information search is not a new idea—see Oddy’s early concept of information search without query formulation and Shah and his colleagues’ proposal for proactive search systems. By providing real-world data, our study shows that such approaches are needed for supporting people effectively in their tasks and interests.

What to take away

Misconceptions can cause people to make requests that are seemingly reasonable but that will not help them with their task or interest. These requests make it harder for people to complete their task. So, the next time a friendly stranger approaches you with a perfectly clear, well-worded, and seemingly reasonable question, you may choose not to give a pinpoint answer and instead ask what the person is trying to achieve.