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07 · Special Contexts

Questions to Ask a Narcissist

Twenty questions for a conversation with someone who deflects, rewrites events, or turns every disagreement into your fault. They are written to keep things factual and make requests and consequences explicit, not to produce insight or an apology.

20 questions · each with a note on why · conversation guide

The questions

Open any question for the note

  1. What would you like to happen next?

    Why ask it

    Opening with their aim keeps the conversation forward-looking and gets a request on the record before the history starts. If the answer is only about how you should feel or what you should admit, there is nothing here to negotiate, and it is better to know that in the first minute.

  2. Can you tell me what you remember happening?

    Why ask it

    Ask before you give your own account, so their version is not shaped by yours. You are not trying to catch anyone out. You are finding out how far apart the two accounts are, which decides whether a conversation is possible at all.

  3. What did you understand we agreed?

    Why ask it

    Disputes with someone who revises events are usually about the terms rather than the feelings. Asked plainly, this surfaces the gap immediately, and it also lets you notice whether the agreement has moved since last week.

  4. Which part of what I said do you disagree with?

    Why ask it

    This narrows a sweeping objection down to something specific. A person willing to argue about one point is having a conversation. A response that your tone, your memory or your motives are the real problem tells you the subject has been changed.

  5. What would you need for this to be settled?

    Why ask it

    Asking for a condition rather than an apology keeps the exchange practical. Note whether the answer is finite. Conditions that keep expanding once met are the pattern to watch, not the individual request.

  6. When you said that, what did you mean?

    Why ask it

    Repeat the words back exactly, without commentary. Ambiguity is doing work in most of these conversations, and asking for the plain meaning either clarifies it or reveals that it was never meant to be pinned down.

  7. Are you asking me to do something, or telling me how you feel?

    Why ask it

    These get blurred, and answering the wrong one produces an argument. It sounds blunt written down and lands as ordinary when said calmly. Either answer is workable; a refusal to pick is itself the answer.

  8. Is this something you have already decided?

    Why ask it

    Many conversations that look like consultations have already been settled. Establishing that early saves you hours of negotiating something that is not open, and it lets you respond to the real decision instead.

  9. What happens if I say no?

    Why ask it

    This turns an implied consequence into a stated one. If there is a threat behind the request, you want it said out loud where you can consider it, rather than left hanging as an atmosphere you keep guessing at.

  10. Can we write down what we have agreed?

    Why ask it

    The point is a shared record, not evidence. Ask for it in email form afterwards. Reluctance to put a simple agreement in writing is usually the most reliable signal available about whether it will hold.

  11. Who else has been told about this?

    Why ask it

    Knowing whether family, friends or colleagues have already heard a version of events changes what you are dealing with. It is asked without accusation, and the answer tells you what has been circulating before you find out from someone else.

  12. What is the timing on this?

    Why ask it

    A date makes an open-ended demand concrete. Vagueness about when something must happen, followed by urgency later, is a common pattern, and a stated deadline gives you something to plan around.

  13. What specifically do you want me to do differently?

    Why ask it

    General grievance is unanswerable, so ask for the behavior. If nothing specific can be named, you are being asked for a change of attitude, which has no completion point and cannot be delivered.

  14. Was there a moment where you thought this was going wrong?

    Why ask it

    This asks about their experience rather than their responsibility, so it is answerable. Sometimes you get something useful about what set the day off. Often you get a description in which nothing they did features at all, which is worth noticing without arguing.

  15. Is there anything here you would do differently?

    Why ask it

    The mildest accountability question available, and it works best offered once and left alone. Expect a redirection to what you did. Pressing it usually escalates, so hear the answer and move on rather than negotiating for a better one.

  16. How do you want to handle it the next time this comes up?

    Why ask it

    Future arrangements are easier to agree than past blame. This is where you can actually get something: a phrase to use, a pause, a rule about calling late at night. Keep it small enough to be checkable.

  17. Would you be willing to talk about this with someone else there?

    Why ask it

    A mediator, a manager, a family member: the answer tells you whether the behavior is the same in front of witnesses. If a third party is refused for every version of this conversation, that is information about the conversation.

  18. Do you want to keep going now, or come back to this?

    Why ask it

    Offering an exit lowers the temperature and gives you one too. It also reveals who needs the conversation to continue. Setting an actual time to resume stops a pause turning into a punishment.

  19. What part of this can I decide on my own?

    Why ask it

    This asks for the boundary of your own authority over your money, your time, your friendships. The answer is often more revealing than any conversation about respect, and it is worth asking without heat.

  20. Are you asking me to change my mind, or to stop bringing it up?

    Why ask it

    A closing question that names the real request. Many long disagreements are not about persuasion, they are about silence. Once that is said out loud, you can decide what you are willing to do rather than trying and failing to convince.

Using these questions, and what they will not do

Practical guidance for the conversation itself

What to expect

These questions will not produce insight, an apology, or a change of heart, and any list that promises those is selling something. What they can do is keep a conversation factual, make requests and consequences explicit, and give you a clear read on whether an agreement is possible. Ask one or two, not fifteen. A run of questions reads as an interrogation and tends to be answered with a counter-accusation. Diagnosis is not yours to make either. Whether someone meets criteria for a personality disorder is a clinical matter, and it changes nothing about how you handle Tuesday.

How to ask

  • Flat tone, short sentence, no preamble. Long explanations give more surface to argue with.
  • One question at a time, then stop talking. Filling the silence is how the subject gets changed.
  • Ask for specifics: a date, a number, a sentence they want you to say. Vagueness is where these conversations go to die.
  • Repeat their words back rather than paraphrasing. Paraphrase invites a dispute about what you implied.
  • Do not offer evidence of past events. Being right in a documented way rarely ends the argument and usually extends it.

Keeping your own record

  • Send a short email or message after any agreement: what was decided, by when, nothing else.
  • Note dates and plain facts in one place, without adjectives. If you ever need it for a lawyer, a manager or your own clarity, unemotional notes carry further.
  • Keep copies somewhere the other person cannot access.
  • Check your notes when you feel confused about what happened. Doubting your own memory is the most common effect of these conversations, and a written record settles it faster than reasoning does.

Where to stop

Do not use questions as traps

Questions designed to expose someone tend to produce escalation rather than admission, and they leave you with a worse conversation and no gain. If your aim is to prove a point rather than settle something, the answer will not help you.

Decide in advance what you will do

The useful preparation is not the wording of the question but knowing your own next step: leaving the room, ending the call, declining the request. Ask nothing you are not prepared to hear a bad answer to.

Get your own support

A therapist of your own, or a friend who knew you before this relationship, is more use than any script. The most common damage from these situations is losing track of your own judgment, and that is repaired with other people rather than with better questions.

If there is fear involved

If you are afraid of the reaction, if you are being monitored, if money or immigration status or the children are being used as leverage, this is not a conversation problem. Contact a domestic abuse service before raising anything, and do not use these questions to test how bad it is.