Then she leaned over a piece of space-age machinery costing two-point-five billion dollars, and she pulled out a permanent pen.ĬLARA MA: I signed my name in English, and I decided to sign it in Chinese as well – in Mandarin – and I also wrote the word “curiosity.”ĬURT NICKISCH: Curiosity. She was wearing a white outfit with a mask and gloves to protect against contamination. In 2011, a fourteen-year-old Chinese-American girl named Clara Ma walked into a high-tech laboratory in California. Gino is the author of the HBR article “ The Business Case for Curiosity.”ĬURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. Gino offers several ways that leaders can instead model, cultivate, and even recruit for curiosity. However, even managers who value inquisitive thinking often discourage curiosity in the workplace because they fear it’s inefficient and unproductive. Her research shows allowing employees to exercise their curiosity can lead to fewer conflicts and better outcomes. Francesca Gino, a professor at Harvard Business School, shares a compelling business case for curiosity.
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