Writing “The Net Curiosity Score”

Revelations from Writing “The Net Curiosity Score” and Testing It in Real Environments

When I embarked on the journey of writing “The Net Curiosity Score,” I knew curiosity was a powerful force. What I didn’t anticipate were the profound revelations that would emerge from both the writing process and the real-world application of the Net Curiosity Score (NCS).

The Fear Factor

One of the most striking insights was the pervasive fear among employees. Despite our natural inclination towards curiosity, many employees don’t see themselves as particularly curious. The reasons are varied, but the primary one is fear. Employees are afraid of uncovering uncomfortable truths about the company, questioning established practices, and being perceived as different. This fear of making mistakes stifles curiosity, making it clear that a safe environment is crucial for fostering it.

The Importance of a Receptive Culture

Another key revelation was the realization that promoting curiosity isn’t enough. While companies may believe that encouraging curiosity will naturally lead to more curious employees, the reality is more nuanced. There’s a strong correlation between individual curiosity and the perception that the company is receptive to it. Employees need to know and feel that their curiosity is valued and that the company is open to new ideas and questions.

Measuring Curiosity

In developing the NCS, I aimed to provide a framework for making curiosity measurable. By quantifying curiosity, companies can better understand its impact and foster an environment where it thrives. Testing the NCS in real environments revealed its potential to transform organizational culture and drive innovation.

The 3 Boxes Methodology: A Perfect Landing Field for Curiosity

Throughout my career as a guest lecturer at London Business School , I’ve applied the “3 Boxes Methodology,” which has become sticky language in many organizations. This method; I found out, serves as the perfect landing field for curiosity:

• The Green Box: This is the “we are going to observe it” box. Here, employees can leave all observations in a safe way, knowing they are received. It’s a space where curiosity is encouraged and valued without immediate pressure to act.
• The Orange Box: This is the “let’s explore how to turn it into value” box. In this space, employees can contribute by being curious about solutions to complex or wicked problems. It’s where curiosity meets innovation, and ideas are transformed into actionable insights.
• The Red Box: This is the box to avoid. It’s the “we missed the opportunity and now we hope we can catch up” box. It represents the consequences of failing to foster curiosity and act on it in a timely manner.

The Takeaway

The journey of writing “The Net Curiosity Score” and testing it in real environments has been enlightening. The lesson is clear: to truly benefit from the power of curiosity, companies must go beyond mere promotion. They need to create a culture that actively supports and values curiosity, ensuring employees feel safe to explore, question, and innovate. The 3 Boxes Methodology provides a structured approach to harnessing curiosity effectively. Only then can curiosity become the superpower that drives success in today’s ever-changing business landscape.