01 July 2025 The case for curiosity: Why ‘why’ matters

The science of why: Curiosity as a competitive advantage 

The urge to ask “why” is hardwired into us. Neuroscience shows that curiosity activates the brain’s reward system, particularly the caudate nucleus and the hippocampus—areas linked to learning and memory. When we’re curious, our brains are primed for growth. Research by Francesca Gino (2018), a professor at Harvard University, found that curiosity enhances creative problem-solving and decision-making. In her study, Gino found that curious individuals are better equipped to make innovative decisions and are more likely to engage deeply with complex problems. 

In short: curiosity isn’t a soft skill. It’s a performance enhancer. 

Curiosity in the age of AI 

And yet, we’re at risk of losing the habit of asking. 

Generative AI is extraordinary. It can analyse, synthesise, even create. But it doesn’t wonder. It doesn’t sit in the grey, challenge the premise, or follow the thread behind the question (yet). It only works well when we ask it good questions—and that still depends on human curiosity. 

The temptation is to let AI do the heavy lifting. It’s fast, tireless, and often persuasive. But if we outsource too much of our cognitive effort, we risk switching off the very faculties that make us strategic: discernment, challenge, empathy and intuition. 

If AI is our new superpower, curiosity is the moral compass and creative spark that helps us use it wisely. 

The next generation: Fuelling curiosity in the age of AI 

One of the most exciting challenges we face today is nurturing curiosity in young professionals entering a world enriched by AI. This generation has grown up with instant access to information—answers, insights, even expert analysis, all within seconds. But in this age of acceleration, we must not let curiosity become the casualty. 

AI delivers answers. Curiosity shapes the questions worth asking. 

While AI can streamline discovery and amplify insight, it should be a launchpad—not a limit. The danger isn’t in the technology, but in forgetting how to go deeper. In a world of instant summaries, the real opportunity is in cultivating the ability to hold complexity, explore nuance, and question assumptions with intent. 

I see this in early-career talent: bright, capable individuals who are digitally fluent—but need support developing the intellectual resilience to navigate ambiguity, ask better questions, and explore beyond the first result. 

This isn’t a critique—it’s a call to action. 

As leaders and employers, we must champion environments where AI is a tool for exploration, not a substitute for thinking. That means encouraging time spent probing “why,” rewarding curiosity, and modelling how depth and learning drive better outcomes. 

Let’s help the next generation harness AI not to shortcut curiosity—but to supercharge it. 

From question to action: Embedding curiosity in learning and culture 

Curiosity can’t just be encouraged—it must be designed for. If we want to shift from a culture of answers to a culture of inquiry, our culture and development strategies must evolve. 

Most corporate learning still centres on capability building—technical skills, compliance, functional expertise. All important, but often delivered with a focus on the “right” answer. 

To truly embed curiosity, we need to provoke thinking, not just deliver knowledge. 

Here’s how we can start: 

1. Make training inquiry-led, not content-led. 

Use real-world case studies, open-ended scenarios, and ambiguity-based learning. Invite people to explore problems rather than memorise solutions. 

2. Build “why” into development conversations. 

Encourage leaders to ask thoughtful questions in reviews and one-to-ones: Why do you want to grow in this area? Why was that outcome unexpected? Use curiosity to unlock motivation and reflection. 

3. Create safe spaces for challenge. 

Psychological safety is essential. People must feel they can ask bold questions, voice uncertainty, or push back—especially in times of change, like M&A. 

4. Train for deep listening. 

Curiosity isn’t just about what we ask—it’s about how we listen. Train teams in reflective inquiry and active listening to turn transactional questions into transformative dialogue. 

5. Link questions to action. 

Curiosity is only powerful if it leads somewhere. When a team asks “why,” follow it with “so what?” and “what next?” Make sure insights drive outcomes. 

6. Use structured curiosity tools like the ‘Five Whys’. 
Popularised by Taiichi Ohno in Toyota’s lean manufacturing system, the Five Whys technique encourages repeated questioning to identify the root cause of problems. When used well, it shifts teams from reactive troubleshooting to proactive insight—cultivating a mindset where curiosity isn’t abstract, but operational. 

7. Recognise curiosity. 
We often reward speed and certainty. What if we also celebrated those who asked the question that shifted the conversation? Make strategic inquiry a visible part of your culture 

Curiosity Is a Strategic Asset 

In a world driven by automation, information overload, and constant change, asking “why” is no longer a luxury- it’s a differentiator. 

For those of us leading through complexity, curiosity isn’t a distraction from the work. It is the work. 

So let’s get comfortable with the pause. Let’s welcome thoughtful challenge. Let’s resist the pressure to have all the answers—and instead, value the discipline of asking better questions- to each other and to our technology partners. 

Because lasting impact doesn’t come from knowing everything. 

It comes from daring to wonder what we don’t yet know.