Preventing Impulsive Decision-Making and Groupthink: Fostering a ‘Curiosity over Closure’ Workplace Culture
“Prescription without diagnosis is malpractice” — a powerful phrase that echoes the importance of proper evaluation in the medical field. But this principle holds true beyond medicine.
From medicine to the workplace, the mantra of proper diagnosis before treatment is a critical lesson. The tendency to make hasty decisions without considering all available information, alternative options, and potential risks can derail success. Here, we’ll discuss the pitfalls of impulsive decision-making, the mindset that drives it, and the importance of embracing exploration, experimentation, and learning in decision-making processes. By adopting a thoughtful and systematic approach, we can avoid the malpractice of hasty decision-making and achieve better results.
Symptoms of “closure over curiosity” approach
When the focus is on closure over curiosity, you may notice the following symptoms in your workplace.
Symptoms you might recognize in your teams:
- Fear of Failure: In a culture that doesn’t prioritize curiosity, there may be a fear of failure, as employees may be hesitant to try new things for fear of making mistakes which can result in a lack of risk-taking and experimentation, stifling creativity and progress.
- Limited innovation: A lack of curiosity can also stifle innovation, as employees may be less likely to question how things are done or try new things, resulting in stagnation and a lack of progress for the company.
- Silos: In a closure-focused workplace, employees may be more likely to work in silos, focusing on their own tasks and responsibilities rather than collaborating and sharing ideas with others. This can result in a lack of cross-functional communication and cooperation.
- Groupthink: It occurs when team members prioritize conformity and consensus over independent thought and critical analysis. Impulsive decision-making and groupthink are connected in that they both involve a lack of careful consideration and analysis of information.
Symptoms you might recognize in yourself/your leaders:
- Need for control: A closure over curiosity approach may be characterized by a need for control over situations, as uncertainty or ambiguity can lead to losing control. This can lead to a reluctance to delegate tasks or trust others, limiting opportunities for growth and exploration.
- Lack of engagement: Employees may feel disengaged and disempowered in a culture that doesn’t value curiosity, as they may not think that their ideas and input are appreciated or encouraged. This can lead to lower motivation and productivity.
- Complacency: A closure-focused mindset can also lead to resistance to change, as employees may be more focused on maintaining the status quo than exploring new ideas or approaches which can result in a lack of progress.
Shifting to a “curiosity over closure” approach
A “curiosity over closure” approach is a mindset that emphasizes the value of staying curious and open-minded, even when faced with uncertainty or ambiguity. It is an approach to problem-solving and decision-making that prioritizes exploration, experimentation, and learning over quick, definitive solutions.
Instead of rushing to decide or find a solution, individuals who adopt a “curiosity over closure” approach take the time to explore different perspectives, gather information, and test out different ideas. They embrace ambiguity and uncertainty as opportunities for growth and discovery rather than sources of discomfort or anxiety.
To shift your workplace’s mindset to a “curiosity over closure” approach, you can take the following steps:
Acknowledge: One of the key ways to shift our mindset from impulsive decision-making to a curiosity-driven approach is to recognize that there is often no one “right” answer or solution to a given problem. When we approach decision-making with a desire for closure, we may be more likely to rush to judgment or make assumptions based on incomplete information. We can open ourselves to new perspectives and possibilities by embracing curiosity instead.
Encourage experimentation: Encourage team members to experiment with different approaches and ideas, even if uncertain about the outcome. Celebrate and learn from failures and encourage a culture of learning from experiences.
Ask questions and seek information: Another important aspect of adopting a curiosity-driven decision-making approach is a willingness to ask questions and seek out information. This may involve reaching out to experts or trusted colleagues for their insights or researching to gather all available information on a particular topic. When we approach decision-making with curiosity, we are more likely to be open to new information and actively seek different perspectives.
Promote exploration: Encourage team members to explore different perspectives, ask questions, and challenge assumptions. Encourage the team to research and learn about new trends, technologies, and approaches in their field.
Model curiosity: Leaders should model curiosity themselves by asking questions, exploring new ideas, and promoting a culture of learning. Encourage a “beginner’s mindset” and be open to learning from others.
Create space for reflection: Create opportunities for the team to reflect on what they have learned, evaluate their progress, and celebrate successes. Encourage team members to reflect, and create space for sharing insights. By being mindful of our decision-making tendencies, we can become more intentional about how we approach decision-making in the future.
Provide resources: Provide the necessary resources to support the team’s exploration and experimentation, including time, funding, and access to technology and tools.
Reward learning: Recognize and reward team members who are curious about the closure approach and willing to explore new ideas and approaches. Ensure that the reward system is in line with the workplace culture and that it encourages curiosity and experimentation.
Patience: Finally, it is important to recognize that adopting a curiosity-driven approach to decision-making is a process. It may take time and practice to break the impulsive decision-making habit and develop new habits and behaviours. However, by being intentional and consistent in our efforts to approach decision-making with curiosity and an openness to new information and perspectives, we can shift our mindset and make more informed choices that lead to better outcomes.
Workplace behaviours such as impulsive decision-making and groupthink can lead to negative outcomes for organizations. These behaviours often occur in workplaces that value conformity over independent thought and discourage alternative viewpoints. However, by fostering a culture of curiosity and innovation, leaders can encourage open communication, diverse perspectives, and careful consideration of all available information before making decisions. By doing so, companies can foster a workplace culture that values careful consideration and analysis of information, leading to more effective decision-making and better outcomes.
