Curiosity fuels innovation, problem-solving, and engagement in the workplace. But how curiosity is expressed—and how it thrives—can vary widely depending on personality traits. Introverts and extraverts often approach curiosity and communication differently, and understanding these nuances can make or break a company’s efforts to foster a culture of curiosity.
I recently spoke with Suzan Morno-Wade, the former CHRO of Xerox, regarding how introverts and extraverts are impacted by curiosity. While my research didn’t specifically focus on personality types, it revealed that men and women are surprisingly similar in their responses to FATE (fear, assumptions, technology, and environment), the four factors that inhibit curiosity. That said, other research sheds light on how gender and personality traits influence curiosity in workplace settings. For instance, Cambridge studies show men are two and a half times more likely than women to ask questions after a seminar, while women prefer to wait until five or six questions have been asked before speaking up. Women are also more likely to attribute mistakes in a presentation to their own misunderstanding rather than the presenter’s error.
These insights highlight the importance of tailoring curiosity-driven interactions to accommodate different personalities. By understanding how introverts and extraverts engage, organizations can create an inclusive environment where curiosity can truly thrive.
How Introverts And Extraverts Approach Curiosity In The Workplace
Introverts often prefer to process information internally before speaking up, while extraverts are more likely to engage in real-time dialogue. This dynamic can create tension in workplace conversations, especially when extraverts dominate discussions before introverts have had a chance to respond.
For example, in brainstorming sessions, extraverts might throw out ideas rapidly, while introverts might stay quiet, not because they lack ideas, but because they need time to process. If the conversation moves too quickly, introverts may feel left behind, and their valuable insights may never surface.
Encouraging curiosity across these personality types requires deliberate effort. Introverts benefit from structured time to reflect and share their thoughts, while extraverts often need guidance to pause and listen.
Strategies To Foster Curiosity In The Workplace Across Personality Types
Encourage Signals Of Thoughtfulness
Introverts can help extraverts understand their need for processing time by signaling they’ve heard the question and are reflecting. A simple response like, “That’s a great question—let me think about that for a moment,” can prevent an extravert from jumping in prematurely. This not only creates space for introverts but also helps extraverts feel acknowledged.
Teach Extraverts To Embrace The Pause
Extraverts often feel compelled to fill silence, but learning to embrace pauses can lead to more thoughtful discussions. Leaders can model this behavior by pausing after asking questions, giving introverts time to contribute without interruption. Encouraging extraverts to wait until others have spoken ensures more balanced participation.
Create Safe Spaces For Curiosity
Introverts are more likely to engage when the environment feels safe and collaborative. Leaders can achieve this by sharing agendas ahead of meetings, allowing time for preparation, and setting clear expectations for participation. In contrast, extraverts thrive in dynamic, interactive environments. Finding a balance between structured and spontaneous settings can help both personality types feel comfortable.
The Role Of Gender And Curiosity In The Workplace
Gender also plays a role in how curiosity is expressed in workplace settings. Cambridge research shows men are more likely to ask questions immediately after a seminar, while women often prefer to observe the flow of conversation first. Understanding these tendencies can help leaders design interactions that encourage equal participation.
For example, during Q&A sessions, leaders can explicitly invite input from different groups or provide opportunities for anonymous questions. This ensures everyone has a chance to engage, regardless of their comfort level in speaking publicly.
Case Study: Curiosity In Action
Research from Harvard Business School’s Working Knowledge highlights how balancing personality dynamics in team settings can improve idea generation and innovation. In brainstorming sessions, extroverts often share numerous ideas, creating a foundation of concepts, while more open or introverted team members analyze and refine these ideas into creative solutions.
One company applied this insight by pairing extroverts and open thinkers during product development sessions. Extroverts generated diverse initial suggestions, while open thinkers recombined these inputs into novel and actionable strategies.
This structured collaboration allowed the strengths of both personality types to shine. Extroverts felt energized by sharing ideas freely, while introverts had the processing time they needed to contribute meaningfully. Over time, this approach led to improved engagement across the team and more innovative outcomes, underscoring the importance of designing processes that accommodate diverse communication and thinking styles. By fostering an inclusive environment where curiosity is encouraged, the company unlocked the full potential of its workforce.
Building A Balanced Culture Of Curiosity At Work
Curiosity is a powerful driver of success, but it requires balance to thrive in diverse workplaces. By understanding how introverts and extraverts approach curiosity—and addressing the unique needs of each group—organizations can create an environment where every voice is valued.
Building a culture of curiosity means more than encouraging questions. It requires creating space for thoughtfulness, teaching active listening, and fostering psychological safety. When leaders take these steps, curiosity becomes not just an individual trait but a shared value that drives innovation and growth.