Leading with Curiosity: A Practical Skill for Better Conversations at Work
Among the many positive emotions studied in psychology, interest plays a uniquely powerful role in how people learn, adapt, and relate to one another at work. Research in positive psychology—led by Barbara Fredrickson and extended by many others—shows that interest is not a “nice to have” feeling. It is a core driver of growth, resilience, and psychological safety, particularly in complex workplaces.
In organizational life, interest shows up as curiosity about others, openness to new ideas, and a willingness to explore before judging. When interest is present, people are more capable of navigating uncertainty, conflict, and change. When it is absent, teams tend to narrow, polarize, and retreat into defensiveness.
Interest, then, is not just personal—it is profoundly relational and cultural.
What Is Interest, Really?
Interest is an active emotional state. It pulls our attention outward and forward. Unlike emotions that signal threat or loss, interest signals possibility. It asks:
What’s going on here?
What might I learn?
What else could be true?
Fredrickson’s broaden-and-build theory—now supported by over two decades of research—shows that interest broadens perception and thinking in the moment and, over time, helps people build durable psychological and social resources. More recent research links interest and curiosity to:
Adaptive leadership and learning agility
Greater creativity and problem-solving
Higher tolerance for difference and ambiguity
Improved conflict navigation and collaboration
Stronger psychological safety within teams
In other words, interest is foundational to healthy organizational functioning.
Interest at Work: Why It Matters More Than Ever
Modern workplaces are marked by speed, complexity, and difference—of perspectives, roles, values, and psychological types. In this context, interest acts as a counterweight to reactivity.
When interest is present:
People ask before assuming
Leaders listen before directing
Differences are explored rather than managed away
Conflict becomes information, not just friction
When interest is absent:
Conversations collapse into positions
Personality differences harden into stereotypes
Psychological safety erodes
Learning slows or stops altogether
This is where interest intersects directly with workplace conflict, leadership development, and organizational health—core concerns for many Pacific Collaborative clients.
Interest Through the Lens of Psychological Type and Four Insights Colours
Interest does not look the same for everyone. One of the most practical insights from Jungian psychological type theory, reflected in the Four Insights Colours, is that people experience and express interest differently.
Understanding this helps leaders, HR professionals, and teams reduce misinterpretation and build trust.
Fiery Red (Action-Oriented)
Interest shows up as:
Curiosity about results, impact, and momentum
Engagement through challenge and problem-solving
When unsupported or under stress, those with Red energy may appear impatient or dismissive—when in fact their interest is expressed through doing. Inviting them into curiosity often means asking: What outcome are you aiming for?
Sunshine Yellow (People-Oriented)
Interest shows up as:
Curiosity about relationships, stories, and shared meaning
Engagement through dialogue and connection
Those with Yellow energy are often natural carriers of interest in group settings. When unheard, they may disengage emotionally. Their curiosity helps teams stay human during tension.
Cool Blue (Analysis-Oriented)
Interest shows up as:
Curiosity about systems, logic, and accuracy
Engagement through careful thinking and evidence
Those strong in Blue energy often need time and clarity to sustain interest. In fast-moving environments, their curiosity can be misread as resistance rather than thoughtful engagement.
Earth Green (Process-Oriented)
Interest shows up as:
Curiosity about values, fairness, and long-term impact
Engagement through reflection and consistency
Those with a lot of green energy help teams slow down enough to consider consequences and ethics. When rushed, their interest can retreat into quiet withdrawal rather than open disagreement.
None of these expressions of interest are better or worse. But misunderstanding them is a common source of workplace friction.
Cultivating Interest as a Leadership and Team Practice
Interest is not a personality trait—it is a practice. Research increasingly shows that leaders and teams can intentionally strengthen interest in ways that improve collaboration and reduce conflict.
Here are applied, workplace-relevant strategies:
1. Replace “Why?” with “What”
Questions like “What’s important to you here?” or “What are you noticing?” invite curiosity without triggering defensiveness.
2. Design for Psychological Safety
Teams are more curious when it is safe to not know. Psychological safety and interest reinforce one another.
3. Normalize Different Curiosity Styles
Explicitly naming psychological types or Four Insights Colours helps teams recognize that interest sounds different depending on who is speaking.
4. Slow Down Moments of Conflict
Interest is often the first casualty of tension. Pausing to ask “What else might be going on?” can shift the entire dynamic.
5. Model Interest from the Top
Leaders who demonstrate genuine curiosity—especially under pressure—signal that learning matters more than certainty.
Why This Matters for Organizational Health
Organizations that cultivate interest:
Learn faster
Adapt more effectively to change
Experience less destructive conflict
Retain people more successfully
Build cultures where difference becomes an asset
Interest is not soft. It is strategic.
A Closing Reflection
Interest may be one of the most under-leveraged capacities in today’s workplaces. It broadens perspective, deepens understanding, and opens space for better conversations—especially across difference.
At Pacific Collaborative, much of our work involves helping leaders and teams recover curiosity in moments where it has been lost—whether through conflict, change, or simple overload. When interest returns, possibilities often follow.
Sometimes, the most powerful intervention is not an answer—but a well-timed, genuine question.