We live, we love, we strive

From the moment we learned to speak, curiosity has been our constant companion. We started with innocent “whys” and “hows,” only to be told eventually to pipe down. This zest for inquiry often gets watered down during our school years. In many Western classrooms, curiosity is somewhat tolerated, but in Eastern cultures, students must sit quietly, raising hands cautiously like they’re at an auction, lest they become “that kid” who hogs all the teacher’s time.

“Schools are killing curiosity”

Indeed, few teachers relish having one or two students dominate the class, delaying the sacred march through the curriculum. However, stifling inquiry strikes a blow to our most innate ability: curiosity.

When we enter the corporate world, this dampened curiosity persists. We often follow orders without question, a habit rooted in two common beliefs: 1) The pre-Millennial generations think those in management know best; 2) Questioning authority was seen as disobedient or rebellious. But change was afoot as coaching cultures further developed in the 20th century. This revival of curiosity trickled down to Gen Z and beyond. We began to question work practices, economic systems, and societal norms.

Leadership and management evolved too. Modern managers now use questions to guide rather than dictate. This shift empowers employees, making them feel like contributors to innovative changes rather than mere cogs in a machine.

Questions are powerful tools.

They empower, enlighten, and foster reflection. They’re central in coaching, benefiting both coaches and coachees. Yet, like any tool, questions can be misused. In some corporate scenarios, managers wield them for personal gain, not the company’s benefit.

Like a hammer or a drill, questions can drive productivity and innovation when used correctly. Misused, they become instruments of blame and discouragement. People can often sense the intent behind a question through tone and framing.

A good question fosters understanding and learning, while a bad one seeks to assign blame. Constructive dialogue arises from well-intentioned questions, adding to the problem-solving process.

Open or Closed Questions

We all learned the basics of questioning—the 4Ws and an H (Who, What, When, Where, How?). These open-ended questions typically spark more in-depth responses. Closed-ended questions often lead to single-word answers. Of course, even open-ended questions can sometimes yield terse replies (e.g., “How are you?” “Fine.”).

Simon Sinek’s “Start with Why” struck a chord globally. People are motivated by understanding the “why” behind actions—it drives creativity, innovation, and support. The “whats” and “hows” usually follow naturally once the “why” is clear.

So, let’s embrace our curiosity and keep asking those questions, to empower and learn, not to judge and disempower others. They are the keys to unlocking reflection, growth, and, perhaps, a bit of delightful chaos.

What interesting questions have you been asking lately?