I have been a curious human all my life, though the quality and intention of my curiosity has changed over the years. It went from insecuriosity to curiosity.

Insecuriosity is the kind we employ and have when we are in an ego-identified state. In that state, curiosity has an end in mind, there is a reason for it, I have it to achieve something, usually for me. I am curious about people or circumstances because I will gain something from it. It is a curiosity linked to an outcome, not curiosity for curiosity’s sake. The feeling with insecuriosity is investigative, I need to find out, I have to know, it is important to me to gain information for whatever reason. There is an end I have in mind. I used to do this all the time, I would meet someone new and my ego mind would size them up and analyze instantly how meeting this person was (going to be) meaningful to me. Were they simply interesting? Would knowing them further my career/agenda/personal goals? Was it simply cool to call them an acquaintance or even friend? If any of those came back as a positive, I would engage in insecuriosity about them. I would be an ‘active listener’ and ask many questions, and I would try my best to find out as much as I could about them. I did this for two reasons: I would create more trust and intimacy with them by knowing something personal, and I would gain insight into them that could be used at a later point. Even writing this makes me feel icky inside now.

This ego-identified curiosity is not authentic, because it comes from the limited experience of me, me, me and thus is about me. It is not about the other person. It is about finding out information for ego advancement and gratification. Most people do this. I now see it in others all the time, there is an element to their curiosity that wanes. It comes and goes and depends entirely on their level of interest in what I may or may not share, and how interesting or useful this may be to them. Haven’t you ever met someone who seemed curious about you, asked you questions and you ended up feeling as though you were either talking to yourself, or conversely felt invaded upon? The kind of conversation that may as well not have taken place, because you could feel that it wasn’t actually about a genuine interest in you as a person, but about something for them? I remember watching the movie Bowfinger a few years ago that was chock-full of scenes of this kind of curiosity. Every single moment of curiosity between people in that film was about the insecuriosity about each other. Once someone’s curiosity revealed that the other was uninteresting or unimportant, the conversation ended or drifted into nothingness. A wonderful portrayal of insecuriosity.

Authentic or natural curiosity is another world. Literally. We enter another world when we are truly curious. In order to be curious in that way, we have to suspend all self-interest and judgment. We have to be engaged in the business of now. The only thing that I am curious about is being here and experiencing it with as little interference in my mind as possible. This applies to people and circumstances equally. I talk about this to my business clients all the time, because this is not only powerful, but also extremely practical and effective. When one of my clients faces a dilemma with a colleague, the first thing I ask is whether they have gotten curious about it. Almost without fail, they have not. Instead they talk about everything they already know about the person and their behavior, why they’re doing it, and what the best solution would be to remedy the situation based on their assumptions. This is of course not very helpful and usually quite off the mark. That’s when we talk about how to get curious about the situation and/or the person.

This takes some willingness on my client’s part to acknowledge that they have been operating purely on judgment and have never taken it upon themselves to talk to the person at issue with genuine openness and curiosity. One client once had a team member who would leave the office at stroke of five and go home. They would often do work from home at later hours in the evening, but never stay in the office with the other team members to finish an important project or help make a deadline. They never came to team events, always saying they were busy. When pressed a bit by the team, they would give elusive answers and never really explain their lack of team spirit. The team began to question the motives and value of this team member. The manager was flustered and didn’t know what to do, this was damaging to the team spirit, but they also felt that this team member was productive and a good performer. Instead of judging the behavior and trying to come up with their own answers, the manager decided to take the team member out to lunch privately. After spending some time talking and sharing on a more personal level, the manager asked for permission to speak openly. At this point all he wanted was to find out from the team member what was going in their life that made them behave the way they did, and that if they couldn’t or didn’t want to share, that would be alright as well. He went into the conversation with curiosity for curiosity’s sake. The team member opened up and shared that their spouse was dying of cancer and that their job was keeping the roof over their head. Their spouse was extremely weak, and the only quality time they could spend with them was after the nurse left for the day at 5:30 until their spouse went to sleep around nine every night completely exhausted. That was the time when the team member could get on the computer and do some work. They did not want to talk to anyone about this because it was so painful for them. They were also drowning in debts from insurance co-pays. They swore the manager to secrecy, which he honored. After the spouse passed, the manager got permission and shared the story with the team who ended up hosting a fund raiser for some of the medical bills.

We never know what may be on the other side of unbridled curiosity. It starts with us. We have to be willing to be curious about ourselves and our own intentions and judgments. Next time you find yourself judging away about someone or something (including yourself of course), sit down and have a meal with yourself, get curious and find out where all this is coming from and what it’s all about. That curiosity may just lead to curious insights.

Cheers,

Ralf