they treasure inquisitive minds, in fact most stifle curiosity, fearing it will increase risk and inefficiency. In a survey I conducted of more than 3,000 employees from a wide range of firms and industries, only about 24% reported feeling curious in their jobs on a regular basis, and about 70% said they face barriers to asking more questions at work.
The other half received a message designed to trigger reflection but not raise their curiosity: “What is one topic or activity you’ll engage in today? What is one thing you usually work on or do that you’ll also complete today? Please make sure you think about this as you engage in your work throughout the day. Please set aside a few minutes to identify how you’ll approach your work today with these questions in mind.
Google also identifies naturally curious people through interview questions such as these: “Have you ever found yourself unable to stop learning something you’ve never encountered before? Why? What kept you persistent?” The answers usually highlight either a specific purpose driving the candidate’s inquiry or genuine curiosity .
The BBC’s employees respected their new boss for taking the time to ask questions and listen. Dyke used their responses to inform his thinking about the changes needed to solve problems facing the BBC and to identify what to work on first. After officially taking the reins, he gave a speech to the staff that reflected what he had learned and showed employees that he had been truly interested in what they said.
New hires at Pixar Animation Studios are often hesitant to question the status quo, given the company’s track record of hit movies and the brilliant work of those who have been there for years. To combat that tendency, Ed Catmull, the cofounder and president, makes a point of talking about times when Pixar made bad choices. Like all other organizations, he says, Pixar is not perfect, and it needs fresh eyes to spot opportunities for improvement .
A body of research demonstrates that framing work around learning goals rather than performance goals boosts motivation. And when motivated by learning goals, we acquire more-diverse skills, do better at work, get higher grades in college, do better on problem-solving tasks, and receive higher ratings after training. Unfortunately, organizations often prioritize performance goals.
Employees can also broaden their interests by broadening their networks. Curious people often end up being star performers thanks to their diverse networks, my research with the University of Toronto’s Tiziana Casciaro, Bill McEvily, and Evelyn Zhang finds. Because they’re more comfortable than others asking questions, such people more easily create and nurture ties at work—and those ties are critical to their career development and success.
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