Adapted from Make Waves: Be the One to Start Change at Work and in Life by Patti B. Johnson. Copyright Productivity Press.
In today’s rapidly changing world, the ability to adapt, learn, and grow is more critical than ever. Yet, these essential skills often stem from mindsets and behaviors we may learn to neglect. Curiosity, the driving force behind discovery, tends to become less important the older we get. Listening, an undervalued superpower, is frequently overshadowed by our desire to speak and be heard. And then there’s conventional wisdom—the accepted way things are done that never is challenged. By exploring how rekindling curiosity, sharpening our listening skills, and questioning traditional wisdom can empower us, we’ll uncover ways to make better decisions and create meaningful change in our lives.
Curiosity: The Spark for Lifelong Learning
Research says that, statistically, curiosity peaks at about age four and then declines through adulthood. We become too busy, feel we should already know, and lose our wonderment of the world around us. Yet, curiosity is at the root of learning, creativity, and innovation.
As Leon Seltzer, Ph.D., author of Evolution of Self, points out in a Psychology Today article titled “Curiosity is Invaluable:”
That’s why many authors have argued that curiosity makes us more intelligent. Curiousness enhances our critical thinking skills and makes us more likely to question assumptions, challenge beliefs, assess evidence, and make better, more informed decisions. Albert Einstein stated that ‘curiosity is more important than intelligence.’ Moreover, curiosity intensifies our imagination and sparks creativity, prompting us to think outside the box and generate new ideas (Seltzer, 2023).
If any of you have a four or five-year-old child, grandchild, niece, or nephew, you know their favorite question. “Why?” “Why can’t dogs talk?” or “Why can some people run faster than others?” The list goes on. They embrace curiosity. Of course, we can’t go through life asking questions all day and still get anything done or have anyone want to talk with us! Yet, that sense of curiosity and wonder is at the core of learning and exploration.
Listening: The Undervalued Superpower
A key ingredient of learning and curiosity is listening. Listening is critical in any change effort for two reasons: (1) it is one of the primary ways you gain new information from others, and (2) it is essential for building trust and connection. There is nothing we love more than feeling heard. Listening enables shared goals and good relationships. All critical in any wave.
Listening skills are the most underutilized superpower in business. If I ask my clients what gets in the way of better listening skills, the number one answer is needing more time and being in a hurry. You think listening will slow you down, yet you’ll miss critical information if you don’t listen. And listening has taken a backseat to sharing. In our social world, there is much more emphasis on what we want to say and put out into the world. Will others follow me? Will they like my content?
In the classic business and leadership book, 7 Habits of Highly Effective People, legendary author Stephen Covey shares, “Most people do not listen with the intent to understand; they listen with the intent to reply” (Covey, 1989). I love this quote because it is so true. We want to show we already know the answer! We are smart! Please wait until you hear what I have to say! Meanwhile, no new information is coming in; we repeat what we already think or know.
For most of us, our listening skills could be better. I encourage you to spend tomorrow asking questions and listening. Ask follow-up questions to understand. Don’t grab the conversation back and start talking about yourself. You will be amazed by the new information you’ll take in with just a little effort to pause and entirely focus on the other person.
I asked the group to do a simple listening exercise in a recent client meeting. Their assignment was to ask their partner one starter question and four open-ended follow-up questions. The starter question was, “Why did you choose your career?” Simple, right? However, new information poured in on the follow-up questions as the listeners learned how many life and career decisions were made at every step. For example, the change in a college major because of a parent’s opinion, the tough decision to relocate because of their partner’s job opportunity, or the new career they pursued when it was risky. After this 10-minute exercise, this group was amazed at all they learned about their teammates—many of whom had worked together for years. They obtained knowledge in 10 minutes by simply asking questions and listening—a valuable lesson. Listening doesn’t have to take too much time.
Picture people in your life who are great listeners. For most of us, the list isn’t long. My Mom was a great listener. I thought of her because she made time to listen, asked follow-up questions, remembered prior conversations, and connected them to today. She didn’t interrupt and was interested. She also asked thought-provoking questions that made me think and understand my point of view. Who are your great listeners? In a recent workshop, we discussed that great listeners are fully present. They aren’t constantly glancing down at their phones—an everyday habit. In a recent interview, Simon Sinek, a life and business thought leader, said that just holding your phone—even if you aren’t looking at it—signals you aren’t fully engaged.
Challenging Conventional Wisdom: Breaking Free from Limiting Beliefs
Conventional wisdom is a fancy way of saying, ‘This is how we do things around here.’ Let’s explore traditional wisdom, as it can be a significant obstacle to learning a new way and taking in new information. Conventional wisdom also has roots in the status quo, commonly held beliefs not always based on fact, and simplistic headlines. Traditional wisdom is based on the past and contradicts any new change. Simple beliefs such as “A woman can’t be a successful CEO in this industry,” “They’ve had this process for a long time—they’ll never change,” and “People will never pay strangers to drive them to their destination.”
“Conventional wisdom” is a term used to describe beliefs generally accepted as truth. It is so strong that it is assumed to be fact—without validation. The term is often credited to the economist John Kenneth Galbraith, who used it in his 1958 book, The Affluent Society: “The ease with which an idea is understood + the degree to which it helps one’s wellbeing = Conventional Wisdom” (Houghton Mifflin, 1958).
Let’s deconstruct conventional wisdom. Galbraith’s definition clearly states that it isn’t based on facts or information. Also, consider the ease with which an idea is understood. If you take this phrase literally, we greatly value our ability to grasp a topic or concept quickly. Some people rely on conventional wisdom while considering complex issues with hundreds of interdependencies. The matter is too complicated to understand and absorb quickly, so traditional wisdom, which is already constructed, fits like a glove. It’s easier that way. This is true for many political topics, business issues, and cultural differences that are complex and can’t be quickly understood.
The second part of the definition concerns “the degree to which it helps one’s wellbeing.” If the belief benefits us personally, we are more likely to buy into it. If it fits our priorities, agenda, or goals, conventional wisdom can be unchallenged or not scrutinized. This bumps against our innate resistance to change and our affection for the status quo. The ugly side of conventional wisdom is that it can perpetuate sexism, racism, and other prejudices.
We all work with the same conventional wisdom about how change happens in organizations, the market, and communities. If taken seriously, this “wisdom” may keep you from seeing the opportunity, much less getting started.
One of my favorite classic examples of conventional wisdom is in baseball. Consider Bill James’s impact on baseball by introducing sabermetrics, an empirical baseball analysis. Sabermetrics was invented in 1976 when James, an economics major and baseball fanatic, worked as a night watchman in Kansas. As a complete baseball outsider, he began to test the assumptions baseball clubs had been using for over a hundred years to see if they stood up to modern statistical analysis.
James started self-publishing his conclusions long before blogging and podcasting existed, yet his methods took hold with other baseball fans interested in statistical analysis. The movement grew entirely outside traditional baseball—of executives, scouts, broadcasters, and commentators. How could a group of people who had never played the game know anything about how baseball is played, much less be experts?
The 2002 Oakland Athletics were the first major league baseball team to use sabermetrics to make player and strategy decisions. The story was told in Michael Lewis’s book Moneyball and the movie of the same name (W.W. Norton & Company, 2004). While the film focused on Billy Beane, the general manager, the real story began with a young person with self-acquired knowledge and the ability to see something others didn’t.
General manager Billy Beane had only $40 million to spend on players, yet he had to compete against big-market teams spending $200 million. James’s wave informed the thinking behind Beane’s assistant GM, Paul DePodesta, a Harvard-educated sabermetrics expert who had never played the game. Following Bill James’s road map, DePodesta created a sabermetric profile that showed proven ability based on metrics, yet those in traditional baseball undervalued this information. The Oakland Athletics went on to win the American League West that year despite losing three of their best players and having the lowest player budget in the league.
Bill James started the wave that transformed baseball, though he had no authority, no official role, and had never played the game.
Bruce Ballengee challenged conventional wisdom when he created Pariveda Solutions. He wanted to build a company dedicated to individual growth, development, learning, and rapid advancement, not just profit. FinFest, the Pariveda Solutions internal company-wide conference, has been entirely devoted to learning and capability development, not financials or processes. Bruce changed how the organization approached selling and building client relationships, making compensation transparent for everyone. Bruce explained that it could be a significant change when someone with much previous experience joins Pariveda Solutions because so much of the conventional wisdom associated with consulting work and organizational life has been set aside.
Lindsay Pender, a nurse with six years of experience, influenced the change in neonatal ICU unit policies at her new, smaller hospital. She was the newest and youngest nurse, but she brought knowledge from the hospital where she’d previously worked, which boasted a nationally known advanced care unit. The change happened because she, like her fellow nurses, was committed to helping babies in the neonatal ICU.
It can be easy to think, “I’m not in a position to change anything. What can I do?” Many examples of people started their wave because they set aside the conventional wisdom that changes must start at the top or from someone with a particular title.
As we navigate the complexities of life and work, embracing a mindset of curiosity, active listening, and critical thinking is not just beneficial—it’s essential. These behaviors enable us to break free from the constraints of conventional wisdom, allowing us to see the world with fresh eyes and to approach challenges with a spirit of innovation. By fostering these qualities, we can enrich our lives and contribute to the growth and success of those around us. The power to create waves of change lies in our willingness to ask questions, listen deeply, and challenge the status quo. So, let’s commit to nurturing these critical behaviors and, in doing so, unlock new possibilities for ourselves and our communities.
References
- Leon Seltzer, Psychology Today, July 2023: “Curiosity Is Invaluable: Can We Lose It as We Age?”
- Stephen R. Covey, Seven Habits of Highly Successful People (Free Press, 1989).
- John Kenneth Galbraith, The Affluent Society (Houghton Mifflin, 1958).
- Michael Lewis, Moneyball (W.W. Norton & Company, 2004).
