Unpacking Curiosity at Work: Why "Care Killed the Cat" is Key to Innovation and the Future of Work
The old adage "curiosity killed the cat" is often trotted out as a warning against meddling where you shouldn't. But what if I told you that the phrase we commonly use is a twisted version of the original, and that understanding its true meaning is crucial for Curiosity at Work?
The original phrase, found as early as 1598 in Ben Jonson’s comedy Every Man in His Humour, was actually "Care killed the cat." Shakespeare even echoed this in Much Ado about Nothing. In these contexts, "care" meant worry or anxiety. The true meaning? Excessive worry or overthinking can be detrimental. Imagine a cat so worried about pouncing on its prey that it hesitates, and dinner gets away. Its caution, born of "care," could indeed be its demise.
From Caution to Catastrophe: The Impact on Organisational Culture
This historical mix-up is incredibly pertinent to organisational culture. I frequently work with clients who are eager to foster curiosity to drive innovation, balance risk, enhance safety, or create momentum for transformation. Yet, when we examine the leadership culture in many of these organisations, we often find strict hierarchies, complex processes, and dogmatic compliance.
In such environments, where there is engrained fear of making mistakes, psychological safety is significantly impacted. And where psychological safety is low, it’s impossible for genuine curiosity to thrive. Without curiosity, performance is never truly maximised. If the environment doesn’t feel safe for exploration and questioning, the "cat's mouse-catching skills" – an employee's potential for insight and groundbreaking ideas – become irrelevant. Their caution, stemming from worry about repercussions,, becomes their downfall, hindering innovation and performance.
Cultivating Curious Teams: Fostering Belonging and Innovation
So, how do we shift from a culture where "care kills the cat" to one where curiosity unleashes potential? It starts with intentionally cultivating an environment of psychological safety and a strong sense of belonging at work.
Prioritise Psychological Safety: Leaders must actively create a space where team members feel safe to ask "why," to experiment, to challenge assumptions, and even to make mistakes without fear of punitive consequences. This means valuing learning over blame.
Foster Belonging at Work: When individuals feel a strong sense of belonging, they are more likely to contribute fully, share ideas openly, and engage in curious exploration. Promote inclusion, respect diverse perspectives, and celebrate individual contributions to build a cohesive and trusting curiosity team.
Encourage "What If?" Thinking: Move beyond "how-to" to "what-if" scenarios. Encourage brainstorming sessions that explore unconventional ideas, allowing space for creative solutions to emerge.
Lead by Example: Leaders must embody curiosity. Ask open-ended questions, admit when you don't know, and demonstrate a genuine desire to learn from your team. Your curiosity is contagious.
Celebrate Learning, Not Just Success: Recognise and reward teams that demonstrate curiosity, even if their experiments don't yield immediate "success." The learning gained from those explorations is invaluable for future innovation and sustained performance.
By understanding that "care," or worry, is the true killer of potential, we can proactively build workplaces where curiosity thrives. This isn't just about buzzwords like innovation and performance; it's about creating dynamic, adaptable teams ready to embrace the challenges and opportunities of the future of work.
This will ensure that your organisational "cats" don't just survive, but truly flourish.
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