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Four Phrases That Build a Culture of Curiosity

Organizations must embrace 'deep curiosity'

Curiosity is a powerful practice to infuse into a company’s culture. Research shows that managers are seen as more communal and friendly when they recognize their beliefs might be wrong. It also reduces employee burnout and stress, and is associated with higher levels of creativity and innovation. When you build a culture of curiosity, people feel seen and heard — in essence, they feel like they truly matter. This kind of positive organizational culture does wonders for employees’ well-being, hiring top talent, retention rates, and productivity and fulfillment at work.

However, managers often get one major thing wrong about curiosity. They tend to limit their definition of curiosity as a force to get information — something that powers our exploration or learning, for instance. We need to see curiosity as a more expansive practice. It's more than just an intellectual pursuit; it is a force for connection.

We need to move away from "shallow curiosity" and embrace "deep curiosity." This is the kind of curiosity that gives us more than data points or facts. It is a practice that centers on unearthing stories, values, experiences, and feelings. When conversations go beneath the surface in this way, it can strengthen work relationships, foster a better understanding of yourself as a leader and help you to navigate conflict or anxiety in the office.

Please select this link to read the complete article from Harvard Business Review.

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