Page 106 - Harvard Business Review, Sep/Oct 2018
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The Business









        Case for                                                                                      Professor, Harvard
                                                                                                      FRANCESCA
                                                                                                         GINO
                                                                                                       Business School




        Curiosity


















                ost of the breakthrough     deeply and rationally about decisions and   range of firms and industries, only about
                discoveries and remarkable   come up with more-creative solutions. In   24% reported feeling curious in their jobs on
                inventions throughout history,   addition, curiosity allows leaders to gain   a regular basis, and about 70% said they face
                from flints for starting a fire to   more respect from their followers and   barriers to asking more questions at work.
        M self-driving cars, have something   inspires employees to develop more-   In this article I’ll elaborate on the
        in common: They are the result of curiosity.   trusting and more-collaborative relation-  benefits of and common barriers to
        The impulse to seek new information and   ships with colleagues.        curiosity in the workplace and then offer
        experiences and explore novel possibilities   Second, by making small changes to the   five strategies that can help leaders get
        is a basic human attri bute. New research   design of their organizations and the ways   high returns on investments in employees’
        points to three important insights about   they manage their employees, leaders can   curiosity and in their own.
        curiosity as it relates to business. First,   encourage curiosity—and improve their
        curiosity is much more important to    companies. This is true in every industry
        an enterprise’s performance than was   and for creative and routine work alike.  THE BENEFITS OF CURIOSITY
        previously thought. That’s because cul-  Third, although leaders might say they   New research reveals a wide range of
        tivating it at all levels helps leaders and   treasure inquisitive minds, in fact most   benefits for organizations, leaders, and
        their employees adapt to uncertain market   stifle curiosity, fearing it will increase risk   employees.
        conditions and external pressures: When   and inefficiency. In a survey I conducted   Fewer decision-making errors.
        our curiosity is triggered, we think more   of more than 3,000 employees from a wide   In my research I found that when our




        48  HARVARD BUSINESS REVIEW SEPTEMBER–OCTOBER 2018
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