The Power of Curiosity in High-Performing Teams
How this enables workplace happiness, balance and change and transformation
“I seek out situations where I gain new experiences without getting in my own or other people’s way.”
To be curious is to explore and discover, to take an interest in ongoing experience for its own sake. Curiosity is often described as novelty-seeking and being open to experience, and it’s associated with the natural desire to build knowledge. There are two key components to curious individuals: They are interested in exploring new ideas, activities and experiences, and they also have a strong desire to increase their own personal knowledge (VIAcharacter.org).
Curiosity is often overlooked as a key driver of high performance in teams, but it plays a fundamental role in fostering innovation, psychological safety, strong relationships, and successful change. When curiosity is embedded in a team’s culture, it transforms the way individuals interact, problem-solve, and embrace change.
It encourages people to ask, What if? and How could we do this better?—creating an environment where learning, growth, and collaboration thrive.
Curiosity as a Driver of Psychological Safety
One of the greatest barriers to high performance is a culture of fear—fear of making mistakes, fear of looking incompetent, or fear of being judged. In contrast, curiosity fosters a psychologically safe environment, where mistakes and failures are seen as learning opportunities rather than threats.
When something goes wrong, a curious team doesn’t react with blame or defensiveness.
Instead, they ask:
Why did this happen?
What can we learn from this?
How else could we have approached this situation?
This mindset shift removes the fear associated with failure and replaces it with a problem-solving approach. As Harvard professor Amy Edmondson’s research on psychological safety suggests, high-performing teams create environments where individuals feel safe to take risks, share ideas, and voice concerns without fear of retribution. Curiosity plays a critical role in cultivating this kind of environment, as it encourages people to seek understanding rather than judgment.
Curiosity, Happiness and Well-Being: Insights from VIA Research
Curiosity is one of the top character strengths identified in the VIA Classification of Strengths, a framework developed by psychologists Christopher Peterson and Martin Seligman. According to research on positive psychology (Kashdan & Steger, 2007), curiosity is a key contributor to individual well-being, leading to higher levels of engagement, happiness, satisfaction, and resilience.
Studies have shown that people with high levels of curiosity experience:
Greater life satisfaction and overall well-being
Reduced anxiety and stress levels
Increased ability to cope with uncertainty and change
Studies have shown that people with high levels of curiosity experience increased ability to cope with uncertainty and change
Curiosity fuels personal growth by keeping individuals engaged with the world around them. It also strengthens intrinsic motivation—people who are curious about their work are more likely to feel fulfilled and energised by it.
When curiosity is cultivated in teams, it doesn’t just improve performance; it enhances workplace joy and engagement.
Curiosity and Team Dynamics: Strengthening Relationships
Beyond problem-solving, curiosity is a powerful tool for building strong relationships within teams. In the absence of curiosity, teams often default to assumptions—about people’s intentions, abilities, or behaviours. However, in a culture of curiosity, team members replace assumptions with questions:
What did you mean by that?
I didn’t fully understand—can you elaborate?
Your tone seemed different than usual—how are you feeling about this?
This approach fosters open-mindedness and understanding, rather than quick judgments. Instead of reacting emotionally, individuals take a step back and seek to understand different perspectives. This not only reduces workplace conflict but also strengthens team cohesion and trust.
Curiosity has a gentle and open tone, signalling to others that their perspectives are valued. When teams embrace this mindset, they create a workplace culture where people feel relaxed, supported, and even excited. Curiosity generates a sense of hope and possibility—it allows individuals to explore solutions together rather than compete or defend their viewpoints.
Curiosity as a Catalyst for Change and Transformation
In times of organisational change and transformation, curiosity is critical. Change naturally brings uncertainty, and uncertainty often triggers scepticism and resistance. However, when teams approach change with curiosity instead of fear, they are more adaptable and open to new opportunities.
Curiosity allows teams to:
See change as an opportunity rather than a threat
Explore alternative paths and solutions rather than rigidly sticking to a plan
Engage in co-designing solutions with employees, rather than imposing top-down changes
A curious mindset also helps leaders and teams navigate ambiguity.
Instead of saying, This isn’t how we’ve done things before, a curious team asks:
What new possibilities does this change open up for us?
How might we adjust our approach to make this work for everyone?
What perspectives haven’t we considered yet?
Curiosity ensures that transformation efforts aren’t just about implementing change, but about maximising its potential.
When employees feel their questions and ideas are welcomed, they become active participants in the change process, leading to higher engagement and better adoption of new ways of working.
Curiosity Creates a Culture of Possibility
A workplace infused with curiosity is one where people feel safe, engaged, and excited about what’s possible. It allows teams to approach challenges with a problem-solving mindset, build stronger relationships, and navigate change with resilience. Ultimately, curiosity fuels high performance by transforming work into a space of discovery, collaboration, and innovation.
By fostering curiosity in your team, you create a workplace where people don’t just show up—they bring their full creativity, engagement, and willingness to explore new possibilities. And that’s the foundation of a thriving, high-performing and connected team that is better equipped to navigate complex change.
Want to read more?
Kashdan, T. B., & Steger, M. F. (2007). Curiosity and pathways to well-being and meaning in life: Traits, states, and everyday behaviors. Motivation and Emotion, 31(3), 159–173. https://doi.org/10.1007/s11031-007-9068-7
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