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mice will escape the maze? Or is this not possible for everyone? Why?
    9. Why does Max return to the maze after all that he has learned?
    10. What do you most agree and disagree with in the book’s message?

DISCUSSION QUESTIONS
FOR YOUR ORGANIZATION
(OR TEAM)
    1. If Max were to study your organization, what would he say? What advice would he give?
    2. If Zed were asked to evaluate the assumptions in your organization—those things that are taken for granted—what would be his evaluation? What advice would he give?
    3. Why were so many of the other mice in the maze uncomfortable with the issues that Max and Zed raised? Clearly, many of these mice had overcome the fear of change. What was the fear that remained?
    4. How would you describe the strengths of Max, Big, and Zed? Which of thesestrengths do you think are prevalent in your organization? Which of them are under-represented? How can these strengths be cultivated?
    5. What are the mazes that exist within your organization, or in your organization’s environment? Who designed them? Why do they persist? What are the taken-for-granted goals—your equivalent of the pursuit of cheese—that may be worth reconsidering?
    6. What, precisely, stands in the way of changing things in your organization? Are there things that can and should be changed immediately? Are there things that cannot be changed in the short run but that can and should be changed over time? Are there steps that need to be taken today to ensure positive change in the future?
    7. Would people with traits like those of Max, Big, or Zed be successful in your organization? Why—or why not?
    8. Would Max, Big, and Zed make good leaders? If so, why does no one seem to be following them?
    9. What leadership qualities, if any, do you see in Max, Big, and Zed? Which are the hardest to acquire?
    10. What would be your organization’s equivalent of asking “ridiculous” questions like, “Why is there a maze?” Can ridiculous questions can be safely asked and seriously considered in your organization? Would your organization benefit from asking such questions more often?

A NOTE TO EDUCATORS
    Like many of you, I love to teach, and I am constantly looking for better ways to make a positive difference in the lives of students. It would be easy if the goal were simply to provide facts and findings, or to present strategies and frameworks. For many of us, it is at least as important—and perhaps more important—to motivate deeper analyses, inspire greater reflection, and equip students with the habits of mind that will allow them to continue learning and developing once they leave the classroom. My hope is that this book will help in our efforts to do some of these more difficult things. That is the goal. Now for two practical considerations:
    First, which students would benefit fromreading this book? In my discussions with students and educators, I have heard two kinds of answers. One group informs me that courses in the fields of leadership, organizational behavior, power and politics, entrepreneurship, and strategy are most likely to benefit from a discussion inspired by this book. Another group informs me that some of the biggest mistakes students make in their lives pertain to the majors they choose and the jobs they pursue; that many of these choices reflect external pressures and expectations rather than a careful evaluation by the student of his or her own goals and passions. Sadly, many students will spend a few years—and some a lifetime—pursuing dreams that are not their own. This book may be helpful in encouraging students to tackle these issues earlier in their journey.
    Second, I am aware of the cost of introducingnew material into a course or a program. We need to figure out where this material belongs and how to develop a lesson plan. In this regard, my advice is to trust the students. While there are discussion questions in the book, many of which