The classic thing people say is "asking the right question" gets you half way there. Your approach sounds like something I call "getting to No" for a problem.
It's sort of a combination of "getting to know" and the opposite of the salesman's "getting to Yes". When it works, it's the fastest way to prune off obligations.
The goal is to figure out why some particular problem: isn't really a problem, doesn't need to be solved, can't be solved that way, can't really be solved (because of physics or it's really a different problem). As you define the problem better, you can rule each one out to find, the "real" problem, that you CAN solve, and at least one path forward. There's still many ways that it might not be the optimal path, but you know roughly how to get to somewhere better. It also trains you to see around obstacles to success.
I've found that some of the best work I've done (especially on acquisitions) was in defining why NOT to do something that looked like a good idea (or particularly interesting to work on) from the onset, but was destined to fail or required unknown HW technology. Frankly, looking >5 years out feels like a coin flip, because some other competing technology could come along before you can get to production.
The goal is to figure out why some particular problem: isn't really a problem, doesn't need to be solved, can't be solved that way, can't really be solved (because of physics or it's really a different problem). As you define the problem better, you can rule each one out to find, the "real" problem, that you CAN solve, and at least one path forward. There's still many ways that it might not be the optimal path, but you know roughly how to get to somewhere better. It also trains you to see around obstacles to success.
I've found that some of the best work I've done (especially on acquisitions) was in defining why NOT to do something that looked like a good idea (or particularly interesting to work on) from the onset, but was destined to fail or required unknown HW technology. Frankly, looking >5 years out feels like a coin flip, because some other competing technology could come along before you can get to production.