Fostering a culture of inquiry is often talked about but rarely achieved. The truth is, asking questions—especially challenging ones—can be uncomfortable. Feedback and critical questions often trigger a deep, physiological response that can hinder our ability to inquire and innovate. This challenge lies not only in individual discomfort but also in organizational resistance to curiosity and scrutiny.
The Physiological Barrier to Inquiry
There’s a reason why feedback, questions, and critiques can feel threatening. Our brain is hardwired to perceive them as a threat to our identity and belonging. As M. Tamra Chandler discusses in Feedback (and Other Dirty Words), when we receive feedback, our amygdala, the part of the brain responsible for survival instincts, is activated. This is part of the limbic system, also referred to as the “primitive brain,” which triggers our “fight, flight, or freeze” response when we feel threatened.
When this system is activated, stress hormones flood our bodies, causing physical reactions such as a racing heart, sweaty palms, and shortness of breath. In these moments, we are less likely to engage thoughtfully and more likely to retreat or become defensive. Chandler notes that once triggered, our focus shifts to survival, and we lose perspective. Essentially, when we are questioned or critiqued, it feels as though our identity is under attack, and we fear being excluded or rejected from the group.
This biological response can be traced back to early human evolution when social exclusion could mean life or death. While our survival no longer depends on being part of a tribe, the deep-rooted fear of isolation remains, making it difficult for individuals to engage in open inquiry without feeling threatened.
The Cost of Ignoring Questions: Lessons from Boeing
A recent high-profile example of the dangers of silencing inquiry can be found in the tragic case of Boeing’s 737 Max aircraft. Between 2018 and 2019, two crashes involving the 737 Max took hundreds of lives, and investigations revealed that critical questions about the aircraft’s MCAS system had been raised but not adequately addressed. Pilots were not thoroughly trained on the system, and questions regarding its functionality were either ignored or inadequately explored.
Additionally, concerns about another Boeing aircraft, the Dreamliner, were raised by factory workers in the South Carolina plant. Workers found debris near the plane’s engine, yet these safety concerns were dismissed in favor of meeting production quotas. John “Swampy” Barnett, a factory worker who repeatedly questioned the safety of the planes, eventually filed a whistleblower claim and left the company, stating, “I haven’t seen a plane out of Charleston yet that I’d put my name on saying it’s safe and airworthy.”
The fallout from these tragedies highlights the devastating cost of not fostering a culture where critical questions are not only accepted but expected. Employees often hesitate to speak up due to fear of repercussions, such as humiliation or job loss. When organizations prioritize speed, efficiency, or the status quo over inquiry, the results can be catastrophic.
The Barriers to a Culture of Inquiry
- Fear of Looking Ignorant or Incompetent
Employees often equate asking questions with ignorance, not inquiry. In many organizations, challenging the status quo or asking “why” can feel like a risky move. This fear stifles curiosity and innovation, as employees worry more about preserving their reputation than about driving meaningful change. - Search Engines and Instant Answers
The convenience of technology has made us lazy in our pursuit of knowledge. With the answers to nearly everything at our fingertips, we are less inclined to engage in deep, thoughtful inquiry. Instead of asking probing questions, we rely on quick answers from search engines, which discourages the kind of critical thinking necessary for real innovation. - The Bias Toward Speed Over Depth
In today’s business world, speed is often rewarded over depth. Deadlines and production quotas push teams to focus on rapid execution, leaving little room for thoughtful exploration. While efficiency is important, it should not come at the expense of inquiry. In reality, the best results come from balancing both breadth and depth in problem-solving—something that is only possible when curiosity is prioritized. - The Discomfort of Ambiguity
Finally, fostering a culture of inquiry requires embracing ambiguity, something that many people and organizations are not comfortable with. We live in a society that values hard data, concrete answers, and clear solutions. But inquiry is often messy, open-ended, and uncomfortable. To ask great questions, leaders must be willing to sit with uncertainty and resist the urge to rush to conclusions. This requires a shift in mindset—from one that seeks definitive answers to one that embraces the process of exploration.
How Leaders Can Encourage Inquiry
To foster a culture of inquiry, leaders must take proactive steps to make their teams feel safe asking questions. Here are a few strategies to help:
- Model Curiosity
Leaders should lead by example, regularly asking thoughtful questions and showing that inquiry is valued at every level of the organization. This not only encourages employees to ask questions but also demonstrates that curiosity is integral to success. - Reward Questions, Not Just Answers
Many organizations reward employees for coming up with solutions, but few incentivize the process of inquiry itself. Leaders should recognize and reward team members who ask great questions, even if they don’t have immediate answers. - Create a Safe Environment for Feedback
Since feedback can trigger a “fight, flight, or freeze” response, it’s essential to create an environment where feedback is seen as a positive tool for growth, not a threat to one’s identity. This requires building trust and providing psychological safety so employees feel secure enough to ask challenging questions without fear of reprisal. - Encourage a Slow-Down
While speed is important, slowing down to explore questions in depth can lead to better long-term outcomes. Leaders should make space in their schedules for reflection and inquiry, allowing teams the time to engage thoughtfully with complex problems.
Unlock Your Potential With Great Questions
Fostering a culture of inquiry is essential for any organization that seeks to innovate and adapt in a rapidly changing world. By understanding the physiological and psychological barriers to inquiry and taking proactive steps to create a safe, curious work environment, leaders can unlock their teams’ potential and drive meaningful change. After all, great questions lead to great solutions—if only we are brave enough to ask.