Curiosity gets a bad rap; whether it’s killing the proverbial cat or being associated with being difficult, it’s not a sought after quality. But what if curiosity is one of the keys to unlocking humanity in our workplaces? Read here about three things it can do and decide for yourself:
1. Increase connectedness
Studies have shown that individuals who are inquisitive build stronger relationships, and do so more quickly, than those lacking curiosity. A study by Todd Kashdan found social interactions benefit from an open and curious mindset. Whilst this might seem obvious, how often do we really apply it? I’m naturally curious and revel in meeting new people. Better still, when someone asks me questions and actively listens, I feel heard. However, there is a difference between transactional curiosity, that just seeks an exchange of information; and transformative heartfelt genuine interest in what is being said. So, whilst there is a place for staff surveys and suggestion boxes, it’s hard to beat a two-way conversation, to help an organisation connect with its people and for people to have empathy for business challenges. It doesn’t have to only be in a 1-1 either, make use of team meetings.
2. Diffuse conflict
When we approach conflict with inquisitiveness and a keenness to understand, it can increase empathy and dissolve bad feelings. Another study by Kashdan found that curious people experienced less rejection and aggression to those who had hurt them. Curiosity about our own actions and perceptions, as well as other people’s, is less combative and more likely to lead to a win/win outcome. I’m not going to pretend I find this easy; sitting with uncomfortable truths and remaining open sounds as appealing as an afternoon in the dentist’s chair – but the rewards are worth it.
3. Leverage diversity
Curiosity can encourage collaboration, break down silos and create an atmosphere conducive to us maximising the knowledge, skills and experiences of others. However, this requires vulnerability – a willingness to be human and show that we don’t have all of the answers. Leaders, especially, are in a unique position to role-model this behaviour. I remember someone shattering the leadership illusion, when they told me they didn’t have all the answers. This individual taps into the wisdom of those around them. Matthew Sayed also spoke about recombinant innovation, where you take two ideas from different fields, that were previously unrelated and put them together. Sayed cites examples of doctors partnering with engineering companies to create new types of ventilators and the design of robots that sterilize hospitals using ultraviolet light. Another example is Great Ormond Street Hospital, who through curiosity and a journey of discovery learnt from the Ferrari Formula 1 pit crew how to to improve patient transfers and handovers. So, being willing to admit we don’t know, and being open to working with others, can provide creative solutions for individuals and the organisations they work for.
Research and experience has demonstrated that curiosity is proven to be a building block for connectedness; key as a non-combative and effective approach to conflict resolution; and an essential ingredient in practically applying the principles of diversity.
Think on this:
- How can curiosity be introduced as a way of increasing connectedness in my organisation?
- What can we do to support people to be self-reflective and curious, as a conflict-resolution tool?
- Where are the opportunities for recombination in my organisation (i.e. what can human resources learn from I.T services or comms)?