Curiosity and Intercultural Competence

Dr. Janet Bennett states that the intercultural competency of "inquisitiveness" or curiosity is essential for effective global leadership. Curiosity is the motivating factor that propels people from the 'ignorance is bliss' stage of cultural "unconscious incompetence" over the cultural bumps along the way to "conscious incompetence" then "conscious competence" and finally, most wonderfully, to "unconscious competence"; the holy grail of intercultural sensitivity. She cites Stewart Black's model of global leadership which portrays inquisitiveness as the keystone that supports all other intercultural competencies. Bennett and Black, among others, suggest that curiosity:

~ Creates action that is associated with learning
~ Inspires leaders to ask questions that help them recognize opportunities
~ Fosters more appropriate decision making, especially in a context where the data are unreliable
~ Develops cultural self-awareness
~ Focuses attention to significant cultural differences that impact effectiveness

Curiosity, not suprisingly, is quashed by:

~ Overloading employees
~ Breeding mere compliance with excessive rules
~ Developing risk aversion, dogmatism and control
~ Blaming and finding fault
~ Creating a culture of fear

Research on curiosity has shown that:

~ Curiosity is a significant determinant of expatriate adjustment. (Mendenhall, Kuhlman,& Stahl, 2002 )

~ Building a culture of learning and innovation has been noted by global business executives as the most effective way to mobilize people. ( Rosen & Dih, 2000 )

~ The practice of curiosity and information seeking does not lessen as people age. ( Giambra, Camp,& Grodsky, 1992 )


Adapted from a presentation given by Dr. Janet Bennett at the Families in Global Transition Conference, 2007