Why Curiosity Culture Is the New Competitive Advantage

Executive Summary: The Strategic Imperative of Curiosity

Curiosity, often relegated to the category of a soft skill or a pleasant human attribute, is in fact a critical, measurable driver of organizational success. In an environment defined by rapid and unpredictable change, the ability to adapt and innovate is not merely a goal; it is a prerequisite for survival.¹ Companies that operate on the principle of efficiency over exploration, or that maintain a "know-it-all" culture, are placing themselves at a significant and mounting risk of obsolescence.³ For example, the case of Eastman-Kodak illustrates this perfectly: the company successfully operated for 100 years in a stable industrial environment but lost its "exploration mindset" just as the analog photography world gave way to digital innovation.⁴ The existential threat for organizations today is not simply a lack of new ideas but the absence of a collective drive to seek them out.

This report frames curiosity not as a luxury but as a core competency required for future-proofing an organization. It begins by establishing the scientific foundation of curiosity from the perspectives of psychology and neuroscience, demonstrating its direct link to memory and learning. It then moves to the individual level, providing a pragmatic blueprint for cultivating curiosity as a malleable skill. The analysis expands to the organizational level, detailing the profound impact of curiosity on a company's culture, innovation, and adaptability. Finally, it outlines the critical role leaders play in championing a curious mindset and introduces frameworks for measuring its progress and impact, ensuring that this vital cognitive engine can be operationalized and leveraged for a genuine competitive advantage.

The Curiosity Culture: Foundational Psychology and Neuroscience

What is Curiosity, Really? The Drive for Information.

From a psychological perspective, curiosity can be understood as a fundamental element of human cognition. It is a powerful motivator for learning and a critical component of healthy development. Historically, the concept has been a topic of debate, with philosophers and religious thinkers discussing its moral status and psychologists grappling with a single, universally accepted definition. While a formal distinction has proven difficult, a widely adopted contemporary view is that curiosity is a specialized, intrinsic form of information-seeking behavior. It is often described as a "drive state for information," similar in its motivating force to basic drives like hunger or thirst for physical sustenance.

In the 20th century, psychologist Daniel Berlyne provided a foundational taxonomy of curiosity that remains influential. He differentiated curiosity along two key dimensions ⁵:

• Perceptual vs. Epistemic: Perceptual curiosity is the drive to seek out novel stimuli. This is the exploratory behavior observed in non-human animals and human infants and is a driving force for adult exploration as well. Epistemic curiosity, in contrast, is the desire for knowledge or ideas.

• Specific vs. Diversive: Specific curiosity is a targeted desire for a particular piece of information, while diversive curiosity is a general need for cognitive or perceptual stimulation, often arising from a state of boredom.

The Brain's Engine: Dopamine, Memory, and the Reward System.

The psychological drive for information has a powerful and well-documented neuroscientific basis. Research shows that curiosity directly activates the brain's reward system, which is a network of neural pathways responsible for motivation and pleasure.⁸ Specifically, curiosity triggers the dopaminergic system, including the ventral tegmental area (VTA) and the nucleus accumbens, which release dopamine.⁸ Dopamine is the neurotransmitter that makes an experience feel rewarding and, more importantly, primes the brain for learning. The process of acquiring new knowledge is seen by the brain as a reward with a value comparable to other basic motivators.⁹

A key finding is that curiosity-driven learning enhances memory far beyond the immediate information being sought. When curiosity is activated, it increases activity in the hippocampus, a brain region crucial for the formation and retrieval of memories.⁸ This neurological mechanism not only helps the brain retain the information that satisfied its curiosity but also improves the recall of unrelated, or "incidental," facts encountered during that same period. This spillover effect means that when a leader successfully sparks a team's curiosity around a core project, the positive impact extends far beyond the immediate task, subtly enhancing the team's general capacity for learning and memory across the board.

The "Information Gap" and its Nuances.

The "information-gap theory" proposed by Loewenstein (1994) offers a powerful model for understanding the psychological tension that drives curiosity. This theory suggests that curiosity is a feeling of deprivation or a "hunger for knowledge" that arises when there is a gap between what a person knows and what they want to know. The theory posits that the feeling of curiosity is at its peak when a person has moderate confidence in their knowledge of a subject, creating an "inverted U-shaped" curve where curiosity is highest at the midpoint and lowest when a person knows nothing or everything about a topic.¹⁰

However, this model has a critical nuance that is particularly relevant for business leaders. While a "small bite of knowledge" is often effective at sparking curiosity, it is not always a prerequisite. Research indicates that if a piece of information is perceived as important, a person can feel a strong sense of curiosity even with very low or zero prior confidence in knowing the answer. This means that a leader can bypass the need to provide an initial piece of information and instead ignite a team's drive to learn by simply framing an unknown problem as highly consequential to the business's mission. This approach enables leaders to initiate exploration and drive discovery in entirely new and unfamiliar domains, not just to fill in existing knowledge gaps.

The Malleable Mindset: Cultivating Curiosity as a Core Skill

Curiosity is Not a Fixed Trait.

A common misconception is that curiosity is a static personality trait, something one is either born with or not.¹¹ However, recent research challenges this view, providing compelling evidence that curiosity is a highly malleable and trainable skill.¹² This malleability is directly tied to the concept of neuroplasticity, the brain's remarkable ability to reorganize itself and form new neural connections throughout life.⁸ When an individual intentionally engages in curiosity-driven activities, it reinforces and strengthens the neural pathways associated with learning, problem-solving, and cognitive flexibility.⁸ This principle aligns with Carol Dweck's research on the "growth mindset"—the belief that abilities and intelligence can be nurtured through dedication and hard work.¹⁴ The UCSB "curiosity app" study, in which participants who completed daily challenges saw significant increases in their trait-level curiosity in just three weeks, provides tangible evidence of this malleability.¹² This finding offers a powerful testament to the fact that an individual's natural inclination toward curiosity can be intentionally developed and grown over time.

Blueprint for a Curious Mind: Practical Habits.

Cultivating a more curious mindset requires intentionality and a commitment to small, daily actions. The following habits, backed by psychological and neuroscientific principles, can serve as a blueprint for personal development:

• Ask More Questions: Asking questions keeps the brain active and engaged, pushing an individual to dig deeper and challenge assumptions.¹⁶ It is important to distinguish betweenconvergent questions, which typically start with "What," "Where," and "When" and seek to consolidate known information, and divergent questions, which start with "Why," "What if," and "I wonder" and expand outward into a landscape of new possibilities. Leaders and individuals should practice starting inquiries with divergent questions, as these are the primary drivers of discovery and innovation.¹⁷ A simple and effective tool for this is the FQR (Fact, Question, Response) framework, which encourages expanding on a known fact with an open-ended question to fuel further inquiry.¹⁸

• Embrace the Unknown: The brain is wired to seek out new experiences.⁸ Embracing the unknown does not require dramatic changes like skydiving; it can be as simple as trying a new cuisine, taking an unfamiliar route to work, or starting a conversation with someone who holds a different viewpoint.¹² These small shifts in routine provide a continual stream of novel experiences that stimulate curiosity and enhance cognitive flexibility.¹⁴ Framing these new experiences as "adventures" can transform a mundane routine into an opportunity for discovery and engagement.¹⁹

• Be a "Clumsy Student": This habit involves finding a pursuit outside of work that is intrinsically rewarding, such as learning a new musical instrument, taking up gardening, or woodworking.¹⁷ The purpose is not to achieve a tangible end product but to find a pursuit where the acquisition of knowledge and skill is its own reward.¹⁷ This practice strengthens the brain's "seeking system," reinforcing the neural pathways that make curiosity a more habitual and pleasurable experience over time.¹⁷

• Practice Mindfulness and Self-Reflection: Mindfulness is the practice of living in the present moment and paying close attention to one's thoughts, feelings, and surroundings.¹⁶ By training the brain to notice the details in familiar surroundings, mindfulness can enhance cognitive abilities and foster a greater sense of curiosity for the world.¹⁶ Self-reflection is another critical component, as it involves stepping back to examine one's own thoughts and actions, leading to a deeper understanding of personal motivations and desires.¹⁵

• Surround Yourself with Curious People: Curiosity is often described as contagious, and a social environment can either nurture or diminish a person's inquisitive nature.¹⁶ Individuals seeking to enhance their curiosity should actively seek out social environments, such as book clubs, volunteer groups, or extended education programs, that are filled with people who are also looking to expand their knowledge and explore new subjects.¹⁷

The following table provides a succinct overview of these actionable habits and their associated benefits.

Habit	Description	Psychological/Neuroscientific Benefit
Ask More Questions	Move from convergent ("what," "when") to divergent ("why," "what if") questions.	Activates the brain's reward system, stimulating the release of dopamine. Reinforces neural pathways for problem-solving and critical thinking.
Embrace the Unknown	Make small, intentional shifts in daily routine and try new, unfamiliar things.	Triggers the brain's intrinsic desire for novelty and exploration. Promotes neuroplasticity and cognitive flexibility.
Be a "Clumsy Student"	Engage in a hobby or pursuit that is intrinsically rewarding, where learning is the primary goal.	Makes curiosity its own reward by strengthening the dopaminergic seeking system. Reinforces the belief that effort and learning are valuable in themselves.
Practice Mindfulness & Self-Reflection	Pay close attention to the present moment and regularly examine your own thoughts and actions.	Enhances cognitive abilities and memory. Teaches the brain to find intrigue in the familiar and helps identify personal motivations and biases.
Surround Yourself with Curious People	Actively seek out social environments with inquisitive, open-minded individuals.	Nurtures curiosity by exposing you to new perspectives and ideas. Creates a contagious environment that reinforces the drive to learn and explore.

The Curious Organization: Impact on Culture, Innovation, and Adaptability

The Business Case: From Stagnation to Innovation.

The collective curiosity of a workforce is a transformative force that provides a significant return on investment. The business case for curiosity is stronger than ever because it acts as a direct counterbalance to stagnation and the "status quo bias"—the tendency to resist change and adhere to familiar processes because "it is the way we have always done things here".²⁰ A culture of curiosity encourages employees to challenge assumptions, interrogate processes, and explore new ideas, which is a "game-changer" for companies aiming to stay competitive.³ Inquisitive people are more open to new experiences, tolerate ambiguity well, and are capable of thinking in nuanced, creative ways that lead to novel and effective solutions for complex problems.²⁰

The Impact on Core Dimensions of Culture.

The benefits of a curious workforce ripple through an entire organization, impacting its most vital cultural dimensions:

• Innovation: Curious organizations are constantly scanning the business horizon for new opportunities.⁴ Curiosity encourages employees to ask "why," "what if," and "how" questions, which leads to creative problem-solving and fresh ideas that might otherwise go unnoticed.³ By fostering a culture that celebrates experiments and focuses on learning from mistakes rather than assigning blame, a curious organization empowers its people to take the "smart risks" that are essential for true innovation.³

• Adaptability: In a world where "rapid change" is the only constant, adaptability has never been more important.¹ Curiosity is at the core of this ability to adapt, as it helps individuals and teams overcome the "fear of the unknown" that often drives resistance to change.²⁰ When a person is curious, they are more willing to venture out of their comfort zone, navigate unexpected obstacles, and learn from new experiences, making the unfamiliar feel less overwhelming and positioning them to think quickly on their feet.²

• Engagement: A culture of curiosity is a cornerstone of employee engagement.³ When employees are encouraged to be curious, it adds excitement to their jobs, allowing them to experiment and innovate to find better ways of working.²⁰ When employees feel empowered to explore, question, and contribute, they develop a greater sense of purpose and satisfaction at work.³ This engagement, in turn, leads to higher productivity, job satisfaction, and a decreased likelihood of an employee seeking opportunities elsewhere.³

• Collaboration: At its core, curiosity is a desire to understand.¹⁶ This desire is closely related to empathy, which is the ability to see the world from another's perspective and feel with them.¹⁶ Curious individuals are more open-minded and report more positive social interactions with colleagues.²¹ When teams of curious individuals are formed, they experience less conflict because they are better able to view issues through multiple perspectives, communicate more effectively, and share knowledge with each other.²⁰

A significant challenge arises when an organization's stated desire for curiosity clashes with its ingrained systems. Many workplaces, while claiming to value innovation, prioritize efficiency and risk aversion, which actively stifles curiosity.³ Executives may realize the importance of curiosity for innovation but fear that it jeopardizes operational efficiency and increases risk.⁴ For a curiosity-driven culture to truly take hold, leaders must be intentional about dismantling the systems and processes that unconsciously punish exploration and, instead, measure and reward the process of inquiry itself, not just the efficient delivery of predetermined outcomes.

The Curious Leader: Modeling a New Normal

The "Learn-it-all" Leader.

A culture of curiosity must be championed from the top. A leader's personal curiosity is not just a beneficial attribute; it is a powerful, contagious management tool.⁴ A leader's willingness to engage with new knowledge directly influences the team's willingness to learn and explore, creating a cascading, systemic effect.⁴ The most effective way to encourage curiosity is to demonstrate it.²³ A leader who openly admits what they don't know and is willing to learn signals that intellectual exploration is genuinely valued, not just given lip service.⁴ The transformation of Microsoft under Satya Nadella serves as a powerful example of this principle. He replaced the company's ingrained "know-it-all" culture with a "learn-it-all" mindset, where leaders were empowered to admit they didn't have all the answers and, as a result, invited the entire team to collectively find solutions.⁴ This is the essence of "confident humility," where a leader is secure enough to acknowledge their own knowledge gaps and invite others to help fill them.⁴

Creating a Psychologically Safe Environment.

A culture of curiosity cannot exist without a foundation of psychological safety. This is a "must-have" and a "foundational guiding principle" that allows employees to feel comfortable sharing ideas, challenging norms, and asking questions without fear of judgment or negative consequences. When a safe space is created, it encourages bold thinking, smart risk-taking, and open communication.³

Leaders can take tangible steps to foster this environment:

• Model the Behavior: Leaders should model curiosity by actively listening more than they speak, sharing their own thought processes, and openly posing questions during team meetings.³ This demonstrates vulnerability and encourages others to do the same.

• Empower and Delegate: Providing team members with autonomy to solve challenges on their own empowers them to think creatively and develop better solutions.²⁵ By giving employees who come up with novel ideas the chance to spearhead the effort, leaders signal that they are invested in their contributions and creativity.²³

• Align Curiosity with Goals: To prevent curiosity from feeling "aimless," leaders must ensure that exploratory efforts are linked to the company's mission and objectives.³ This can be achieved through innovation challenges or brainstorming sessions focused on key business priorities.

• Provide Resources and Frame Learning as a Perk: Employees are more likely to be curious when they feel empowered by knowledge.³ Leaders should invest in training programs, mentorship opportunities, and cross-functional projects. Importantly, these learning opportunities should be framed as a positive investment in an employee's success, not just a job requirement.²³

• Recognize and Reward: Acknowledgment is a powerful reinforcement of positive behavior.³ Recognizing employees who exhibit curiosity through public shout-outs, bonuses, or development opportunities signals to the entire organization that curiosity is a valued and desirable trait.³

The Curious Organization: Measuring Progress and Impact

Why Measure Curiosity?

For business leaders, the ability to measure a trait is often the first step toward managing it. While the benefits of curiosity may seem abstract, there is a clear business case for its assessment. Managers can sense that inquisitiveness is a strong indicator of problem-solving ability, critical thinking, and openness to new experiences.²¹ Measuring curiosity provides a way to baseline, track progress, and justify investments in a curiosity-driven culture, moving the concept from a soft skill to a tangible business metric.⁴ It helps organizations identify individuals who are likely to thrive, as well as areas where targeted training and coaching efforts can be applied.²⁷

Frameworks for Assessment: The Multidimensional Workplace Curiosity Scale (M-WCS).

The Multidimensional Workplace Curiosity Scale (M-WCS) is a comprehensive, evidence-based tool developed to assess curiosity in a professional setting. Instead of a single, broad designation, the M-WCS breaks curiosity down into four distinct and measurable dimensions, each with unique implications for performance and engagement. The scale has been validated in both American and German employees across various industries.²⁸

The four dimensions are:

• Joyous Exploration: This facet reflects an intrinsically enjoyable search for new information and experiences, driven by a natural sense of interest.²⁸

• Deprivation Sensitivity: This dimension is characterized by a tension-laden search until a gap in information is resolved. It is a drive to find answers to complex problems to alleviate a feeling of deprivation.²⁸

• Stress Tolerance: This dimension pertains to an individual's perceived ability to cope with the distress or negative emotions that can arise from engaging with new, complex, or uncertain situations.²⁸

• Openness to People's Ideas: This dimension relates to the desire to understand the thoughts, ideas, and perspectives of other people, regardless of whether they align with one's own.²⁸

The M-WCS provides a powerful framework for identifying high-performing, satisfied individuals.²⁸ The following table provides a breakdown of each dimension, with an example statement from the scale and a summary of its business relevance.

M-WCS Dimension	Explanation	Sample Statement from Scale	Business Relevance
Joyous Exploration	The intrinsically enjoyable, often playful, search for new information and experiences.	I get excited thinking about experimenting with different ideas.	Drives creative problem-solving and an intrinsic desire to learn. Associated with higher job satisfaction and engagement.
Deprivation Sensitivity	A tension-driven search to close an information gap, characterized by a feeling of unease until a problem is solved.	When a complex work problem arises, I can't rest until I find the answer.	Motivates a relentless pursuit of solutions to complex problems. Can be a strong driver for deep inquiry and resolution.
Stress Tolerance	The perceived ability to remain calm and composed when exploring new, unfamiliar, or anxiety-provoking situations.	I do not shy away from the unknown or unfamiliar even if it seems scary.	Critical for navigating change and uncertainty. Individuals with high stress tolerance are more adaptable and resilient in fast-paced environments.
Openness to People's Ideas	The desire to understand the thoughts, ideas, and perspectives of colleagues and others, even if they are different from one's own.	Even when I am confident in my approach to a problem, I like to hear other people's opinions.	Fosters strong collaboration, communication, and empathy. Drives knowledge-sharing and a willingness to seek diverse perspectives, which leads to better solutions.

Practical Measurement in Practice.

In addition to formal scales, organizations can employ practical methods to measure curiosity:

• Hiring: Companies can integrate behavioral questions into the interview process to assess for curiosity, looking for evidence of information-seeking behaviors and intellectual humility.³⁰ For example, a question like, "What specifically made you question this particular policy rather than accepting it at face value?" can reveal a candidate's innate curiosity and willingness to challenge the status quo.³⁰

• Internal Assessments: Some companies have designated "why" days, during which employees are encouraged to question every aspect of what they do and how they do it.²¹ Other internal tools, like the "Curiosity Curve" assessment, are designed to measure curiosity within individuals, teams, and organizations to help identify areas for growth.²²

• Feedback Loops: Leaders can use qualitative and quantitative measurements to track progress over time. This includes asking for reverse feedback from employees to gauge how curious the leader appears in meetings or whether the team feels safe to share ideas and feedback.⁴

Recommendations and Conclusion: Your Blueprint for Change

The evidence is clear: curiosity is no longer just a desirable trait but a fundamental mechanism for continuous personal and organizational evolution. It is not merely a tool for solving a specific problem but the engine that builds a human and organizational capacity for ongoing, proactive evolution. The journey of a person who embraces curiosity while navigating a foreign land, moving past fear to learn the language and customs, is a powerful analogy for the leader who builds a curious organization. This individual doesn't just solve a single problem; they build a resilience and open-mindedness that enables them to tackle any unforeseen challenge with poise and confidence.²

To harness this transformative power, leaders must move beyond simply acknowledging curiosity and actively cultivate it. This involves a fundamental shift in mindset and a commitment to creating an environment that fuels, rather than stifles, the drive to learn.

Key Recommendations:

1. Lead with Confident Humility: Move from a "know-it-all" to a "learn-it-all" culture by openly admitting what is unknown and inviting the team to co-create solutions. This vulnerability is the first step toward psychological safety.

2. Make Curiosity a Strategic Goal: Ensure that all exploratory efforts are linked to the company's mission. By aligning curiosity with tangible business objectives, leaders can demonstrate its value and prevent it from being perceived as a distraction.

3. Invest in the Journey, Not Just the Destination: Provide employees with resources for continuous learning and frame them as perks, not requirements. When rewarding employees, celebrate not only successful outcomes but also the process of inquiry and the lessons learned from failed experiments.

4. Embrace the Four Dimensions: Utilize frameworks like the M-WCS to gain a nuanced understanding of curiosity within your organization. Assess not just an individual's drive to find answers but also their ability to tolerate stress and their openness to the ideas of others.

The future belongs to the curious—those unafraid to question, explore, and learn. The curious leader is the architect of a more resilient, adaptable, and innovative future, not just for their organization, but for the entire ecosystem they serve.

Works cited

1. Why “curiosity”? How can being more curious help you adapt to change – and be more innovative? - André van Hall, accessed on September 17, 2025, https://andrevanhall.com/why-curiosity-how-can-being-more-curious-help-you-adapt-to-change-and-be-more-innovative/

2. Embracing Curiosity and Adaptability - Pitt Business To The World, accessed on September 17, 2025, https://pittbusinesstotheworld.com/2024/03/24/embracing-curiosity-and-adaptability/

3. Curiosity at Work: Sparking Innovation and Engagement - Best ..., accessed on September 17, 2025, https://bestcompaniesgroup.com/blog/curiosity-at-work-sparking-innovation-and-engagement/

4. Curiosity: A Leadership Trait for Dynamic Times - Developing ..., accessed on September 17, 2025, https://developingleadersquarterly.com/dlq39-curiosity_a_leadership_trait_for_dynamic_times_stefaan_van_hooydonk/

5. The psychology and neuroscience of curiosity - PMC, accessed on September 17, 2025, https://pmc.ncbi.nlm.nih.gov/articles/PMC4635443/

6. Curiosity and Exploration - CSUN, accessed on September 17, 2025, http://www.csun.edu/~vcpsy00h/students/explore.htm

7. Curiosity-driven learning in adults with and without dyslexia - PMC, accessed on September 17, 2025, https://pmc.ncbi.nlm.nih.gov/articles/PMC8600593/

8. The Neuroscience of Curiosity: How Your Brain Learns Best - npnHub, accessed on September 17, 2025, https://npnhub.com/the-neuroscience-of-curiosity-unlocking-the-brains-drive-to-learn/

9. How Curiosity Enhances Hippocampus-Dependent Memory: The Prediction, Appraisal, Curiosity, and Exploration (PACE) Framework - PubMed Central, accessed on September 17, 2025, https://pmc.ncbi.nlm.nih.gov/articles/PMC6891259/

10. On the interplay of curiosity, confidence, and importance in knowing ..., accessed on September 17, 2025, https://pmc.ncbi.nlm.nih.gov/articles/PMC10243256/

11. The Moral Self-Image Scale: Measuring and Understanding the Malleability of the Moral Self, accessed on September 17, 2025, https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2015.01878/full

12. How to become a more curious person, according to new research ..., accessed on September 17, 2025, https://news.ucsb.edu/2025/021917/how-become-more-curious-person-according-new-research

13. Reconciling novelty and complexity through a rational analysis of curiosity - PubMed, accessed on September 17, 2025, https://pubmed.ncbi.nlm.nih.gov/31868394/

14. How to unlock Growth and Curiosity mindsets - MOVE Leadership, accessed on September 17, 2025, https://www.moveleadership.com/blog/howtodevelopgrowthandcuriositymindsets

15. How to Unlock Your Growth Mindset With Curiosity - Tyler Chisholm / Curious as hell., accessed on September 17, 2025, https://tylerchisholm.com/2024/04/09/unlock-growth-mindset/

16. 7 daily habits that make you more curious and open-minded as you get older, accessed on September 17, 2025, https://geediting.com/7-daily-habits-that-make-you-more-curious-and-open-minded-as-you-get-older/

17. Experts recommend 5 habits to increase your curiosity - Big Think, accessed on September 17, 2025, https://bigthink.com/the-learning-curve/5-habits-increase-curiosity/

18. 5 Strategies to Inspire Curiosity in Students - Connections Academy, accessed on September 17, 2025, https://www.connectionsacademy.com/support/resources/article/5-strategies-to-inspire-curiosity-in-students/

19. Eight exercises to develop curiosity and become a better writer (and person) - onewildword, accessed on September 17, 2025, https://onewildword.com/2018/11/04/eight-exercises-to-develop-curiosity-and-become-a-better-writer-and-person/

20. Igniting the Spark - Cultivating Curiosity in the Workplace - Karen Ferris, accessed on September 17, 2025, https://karenferris.com/blog/2024/2/16/igniting-the-spark-cultivating-curiosity-in-the-workplace

21. Curiosity in the Workplace: Why It's Good for Business and How to Foster It in Your Organization - CrossKnowledge, accessed on September 17, 2025, https://www.crossknowledge.com/blog/curiosity-in-the-workplace-why-its-good-for-business-and-how-to-foster-it-in-your-organization/

22. Curiosity Curve - Dr. Debra Clary, accessed on September 17, 2025, https://debraclary.com/curiosity-curve

23. 7 Ways To Nurture Employee Curiosity to Boost Engagement - HRMorning, accessed on September 17, 2025, https://www.hrmorning.com/articles/nurture-employee-curiosity/

24. The Benefits of Leadership Curiosity - Fritz Seyferth, accessed on September 17, 2025, https://team-fsa.com/insights/the-benefits-of-leadership-curiosity/

25. How 5 Leaders Create a Culture of Curiosity on Their Teams ..., accessed on September 17, 2025, https://www.builtincolorado.com/articles/how-5-leaders-create-culture-curiosity-their-teams

26. www.wiley.com, accessed on September 17, 2025, https://www.wiley.com/en-us/network/professional-development/careers/leadership/unlocking-the-power-of-curiosity-five-tips-to-be-more-curious-in-the-workplace#:~:text=Build%20a%20culture%20of%20curiosity,and%20identifying%20areas%20for%20change.

27. Enhancing Recruitment Success with Effective Hiring Assessment Tools - Corvirtus, accessed on September 17, 2025, https://corvirtus.com/hiringassessmenttools

28. (PDF) Curiosity has Comprehensive Benefits in the Workplace ..., accessed on September 17, 2025, https://www.researchgate.net/publication/327637782_Curiosity_has_Comprehensive_Benefits_in_the_Workplace_Developing_and_Validating_the_Multidimensional_Work_Curiosity_Scale_in_United_States_and_German_Employees

29. Get the M-Workplace Curiosity Scale in MSWord - Todd Kashdan, accessed on September 17, 2025, https://toddkashdan.com/wp-content/uploads/2021/02/Workplace-Curiosity-M-WCS-measure-Kashdan-et-al..docx

30. Behavioral Interview Questions for Assessing Curiosity in HR Roles - Yardstick, accessed on September 17, 2025, https://www.yardstick.team/interview-questions/assessing-curiosity-in-hr-roles