When being interested feels dangerous

As I surfed Facebook and Twitter this morning I was struck yet again how powerful the process of finding things interesting is. All these people pointing to things they have found interesting. Sifting the web for me. Finding the good stuff. Making me more aware of things I wouldn’t be otherwise. Getting collectively smarter.

Why, oh why, is it so hard to transfer this principle into the workplace. Why can’t we see that being interested and learning faster makes us more effective both as individuals and organisations? Why have we suppressed our natural curiosity and made being interested feel dangerous?

6 thoughts on “When being interested feels dangerous

  1. Because the people higher up the hierarchy are often the ones who are incurious. They have been rewarded, often, for lack of free thinking, willingness to implement whatever they are told. The old joke in the army – when you are asked to jump,you don’t ask "why" you say "how high, sir?" Curiosity is (potentially) disruptive, surely. And – lip-service aside- businesses (and bureaucracies especially) reward reliability instead of innovation. Just sayin’

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    1. I don’t disagree but I’d be wary of pushing the problem upstairs Marc. In fact I found it funny the other day when running a workshop that I called "organisational anarchy" that one of the participants said that I should be talking to her boss rather than to her!

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