A Culture of Curiosity

Having now worked for three different organizations (averaging almost ten years at each location), I believe I have gained a productive understanding of culture.

Culture is a product.

Wherever you put your questions, you put your priorities.  Regardless of the framed mission or values statements, how you respond to your personnel, the questions you ask, and how you spend your time make the culture.

The questions you ask, the little chunks of your time, that is what you are cultivating and that is your culture.

If the leader’s biggest priorities are academic mission and student development then she will ask questions from a place of inquiry regarding those things, then the culture is nurtured.  Example, asking “what will the student learn if I allow him or her out of the residential contract?”  Or asking “what will my staff learn about our values if I skip this organizational event?”

If the biggest priority is shallow or making sure the organization “looks good” at all costs, then the culture is deepened.  If the leader is more concerned with “how will the organization look if this state representative’s daughter gets mad because we will not let her out of her housing contract” sets the culture as surely as the questions above.

I’m not saying exceptions don’t happen because they do.  However it is the pattern of behavior, over time, which represents the culture.

What culture do you want in your organization?

Recently I read an article about a company (HopeLab) which cultivates and supports a “culture of curiosity.” 

I love that approach.  It neutralizes the “right and wrong” of things and allows for exploration (being curious) without a leaning, just learning.

The way HopeLab creates its culture is to:

1.  Encourage Inquiry

2.       Write agendas as questions
3.       Avoid blame
4.       Assume all learning is good

HopeLab believes that a “culture of curiosity is key to innovation.” 

Innovation does not have to be a product development in my opinion, it can be a new paradigm for a staff member, an “a-ha” moment, or even a gaining of respect for differing opinions.

Just like any change, changing the culture has to be intentional.  The first step is being aware of what the culture is and that requires great courage.

·         A leader has to keep her “ear to the ground” and make sure she is getting an unbiased view of the organizational culture.  She has to have courageous speakers of truth that will tell her when she has upset the organization, mis-stepped on a decision, or isn’t meeting expectations.

·         The messenger has to be a truth-teller who is going to speak the truth in love but ultimately speak the truth regardless of destiny.

·         The leader needs a system to inform her of how the culture is developing, maintaining, or crumbling.

·         The leader must intentionally take steps to shape the culture into the direction she wants.

·         A culture of curiosity will create free-thinkers so it is not suitable for a leader-centric environment.

I believe the benefits of a culture of curiosity will outweigh the costs of getting there.  Sure change is hard, but change can be healthy and help the organization survive.