Beyond IQ and EQ

Every day, new technologies emerge, industries evolve, economic conditions shift, and artificial intelligence (AI) continues to affect how we work and live. In a world of constant change, organizations need people who can learn to adapt to uncertainty. Yet while organizations typically reward efficiency and expertise, they often leave little room for exploration and questioning.

In today’s workplace, that may be a mistake. Curiosity quotient (CQ) is one of the most valuable capabilities we can develop. But the question remains: how do we stay curious when efficiency is valued more than exploration?

Most of us are familiar with the idea of IQ, a measure of cognitive intelligence. Over time, psychologists and researchers have recognized that human success depends on more than intellect alone, which has led to the emergence of other “quotients” that attempt to measure qualities such as emotional intelligence (emotional quotient), cultural and social awareness (social quotient), adaptability and resilience (adversity quotient), and curiosity.

Psychologist Todd Kashdan defines curiosity as the desire to explore novel, ambiguous events. CQ refers to our willingness to seek understanding beyond what we already know. Unlike IQ or EQ, the curiosity quotient reflects our desire to engage with uncertainty and discover new possibilities. In an era where new technologies and ways of working continue to affect organizations, this may be one of the most important quotients of all.

Why curiosity matters more than ever

Curiosity thrives in environments where questions are welcomed and encouraged. The culture of an organization is often reflected in how people respond when someone challenges an assumption, shares a new idea, or admits they don’t know the answer. Every conversation has the potential to reinforce (or discourage) curiosity, learning, and innovation.

Curious people actively engage with change. They are interested in and energized by exploring new ideas and experiences, and research indicates that they often report greater life satisfaction and psychological wellbeing. They don’t experience the same levels of burnout and stress as their colleagues, as the intrinsic need to understand changes their perspective and outlook.  

A paradox: Why organizations need curiosity but often suppress it

Many organizations identify innovation as a strategic priority yet unintentionally create environments where asking questions feels riskier than providing answers. Taking time to research and experiment is often viewed as less valuable than delivering immediate results or demonstrating expertise.

This creates an interesting paradox. The very behaviours that drive innovation (questioning assumptions and challenging established ways of thinking) are often the same behaviours that organizations discourage, either explicitly or implicitly.

New employees frequently illustrate this paradox. Unencumbered by organizational history, they arrive with fresh perspectives and a natural curiosity about how things work. They ask questions long-tenured employees may no longer think to ask and challenge processes that others have accepted as "the way things have always been done." Because they have not yet internalized informal rules, hierarchies, and assumptions, they often identify opportunities for improvement that others overlook.

Over time, however, that curiosity can erode. In organizations where questioning established practices is discouraged, employees may begin to suppress their natural inclination to explore and experiment. Rather than asking "Why do we do it this way?" they learn to focus on fitting in to maintain the status quo.

This is particularly concerning because many of the qualities associated with a high curiosity quotient are what organizations need to navigate change. Curious employees are more comfortable with ambiguity and more willing to engage with emerging technologies.

The challenge is to preserve and nurture that curiosity as careers progress, responsibilities grow, and organizational norms take hold.

Curiosity in the age of AI

Few workplace developments have created more uncertainty than AI. While much of the conversation is around how AI can automate tasks and replace technical skills, few people are talking about how AI may actually increase the value of human curiosity. Artificial intelligence is just that: artificial. It can generate information, summarize complex topics, identify patterns, and even help us solve problems, but it cannot decide which questions are worth asking in the first place. Curiosity is uniquely human. It is that curiosity that challenges assumptions, explores possibilities, uncovers opportunities, and pushes the boundaries beyond the obvious. Without human curiosity, AI is only responding to prompts and reorganizing existing information.

The real value, as AI continues to dominate the conversation on workplace innovation, is from curious minds asking “why?”, “what if?”, and “what haven’t we considered yet?” As information becomes easier to access, our ability to question, connect ideas, and seek deeper understanding becomes the differentiator.

Curiosity as a leadership practice

Curiosity is a leadership practice, and one that anyone can apply to their day-to-day work. According to Merck’s “State of Curiosity” employee surveys, there are four key dimensions that help foster curiosity in the workplace:

• Inquisitiveness: a drive to seek knowledge, ask questions, and recognize gaps in understanding.
• Openness to other ideas: a willingness to consider different perspectives and learn from colleagues at all levels of the organization.
• Creativity in problem solving: the ability to explore new approaches and generate innovative solutions to challenges.
• Distress tolerance: the ability to handle the ambiguity, uncertainty, and discomfort that often accompanies learning something new.

By empowering leaders to develop their curiosity quotient, organizations create environments where employees feel valued and supported to learn. When a leader says, “I don’t know the answer, but I will look into it,” they demonstrate humility, build trust, and create opportunities for collaboration and shared learning.

Curious leadership also sends a powerful message that perspective and ideas matter. When leaders ask follow-up questions, seek to understand different viewpoints, and show genuine interest in their employees’ contributions, individuals are more likely to feel seen, heard, and respected. Employees are more willing to share and challenge ideas and admit mistakes when they know they will not be judged or penalized.

Ultimately, curious leaders do more than find answers. They build a culture of curiosity that encourages people to say, “I may be wrong about this,” or “Help me understand your perspective,” without fear, thereby reducing anxiety, strengthening trust, and fostering an environment where innovation and continuous learning can thrive.

Practical ways to build curiosity quotient

Like any skill, curiosity can be developed through practice, as Dr. Grace Lee’s FLARE model lays out, with a structured approach to transforming interest into learning and action.  Using the FLARE framework, individuals can actively strengthen their curiosity quotient:

• Find: Notice what captures your attention and sparks your interest. Pay attention to questions that naturally arise in your day-to-day and make note of them for further exploration.
• Learn: Dig deeper by asking open-ended questions such as why, how, and what if. Seek context, not just content. Listen actively, consider the answers carefully, and embrace perspectives that differ from your own through new sources, experiences, and viewpoints.
• Analyze: Connect ideas across disciplines, look for patterns, and make sense of what you’ve learned. Use new information, data, and conversations to shape your next questions and deepen your understanding.
• Reflect: Consider what you have learned, what assumptions have changed, and what perspectives may still be missing. Ask yourself what continues to intrigue you, and whether fear, uncertainty, or preconceived notions are limiting your curiosity.
• Expand: Apply and share what you’ve learned. Ask follow-up questions, turn learned insights into actions, and ask yourself what you may not have considered or explored yet.

The FLARE model is particularly relevant in today’s workplace where we are increasingly asked to make sense of unfamiliar information. The ability to approach change with curiosity rather than fear has become a critical differentiator in navigating uncertainty with confidence.

The future belongs to the curious

As organizations navigate our complex and interconnected world, fostering curiosity is no longer a “nice-to-have.” It is a strategic advantage. While technology can provide information faster than ever, people remain responsible for asking the questions that spark innovation to uncover new opportunities that transform outputs into meaningful actions. A culture of curiosity emerges through everyday interactions that encourage questions, exploration, and continuous learning.

When leaders respond to ideas and questions with openness and genuine interest instead of impatience, curiosity becomes embedded in the way an organization operates. As technology evolves, the organizations best positioned for the future will be those that embrace curiosity a capability that can be developed, practiced, and shared by everyone.

Thomas Byun is the Global Director, Talent Acquisition at Hatch. Deena O’Hare is the Lead, People Analytics at Hatch.