Being Curious is a Must
Change management is often described in terms of plans, processes, communication strategies, stakeholder engagement and measurable results. But behind every change initiative are people - people who think, feel, question, resist, adapt and ultimately decide whether change will succeed. That is why being curious is not simply a nice personal quality for a change manager to have. Being curious is a must.
Susaan Demers-Ghajar
8/12/20265 min read
Curiosity changes the way we approach people. Instead of assuming that we already know why someone is resistant, frustrated or disengaged, curiosity encourages us to ask what is really happening. Instead of immediately explaining why a change is necessary, curiosity invites us to understand how people experience that change.
This is where Active Listening becomes one of the most powerful skills a change manager can develop.
Within the Human-Centered Change Method™, change does not start with a process. It starts with people. And understanding people requires more than collecting information. It requires genuine curiosity and the ability to listen beyond the words being spoken.
Curiosity changes the questions we ask
A traditional approach to change can easily lead us to ask questions such as: How do we get people to accept this change? How do we communicate the new process? How do we reduce resistance? How do we make people comply?
A human-centered approach starts somewhere different.
What is happening for these people? What are they worried about? What matters to them? What are they trying to protect? What do they need in order to feel confident? What have they experienced in the past? What are they not saying?
These questions are driven by curiosity.Curiosity creates space for understanding before action. It allows a change manager to pause before jumping to conclusions. Imagine a team that appears to resist a new way of working. It would be easy to label the team as difficult, negative or resistant to change. But what happens when the change manager becomes curious?
Perhaps the team has experienced several unsuccessful changes before. Perhaps they were never properly informed about the reason for the change. Perhaps they are worried that the new process will increase their workload. Perhaps they understand something about the operational reality that was missed during the design of the change.
The behavior has not necessarily changed. The perspective of the change manager has. And that shift can change everything.
Active Listening turns curiosity into action
Curiosity on its own is not enough.
You can be curious and still listen only to respond. You can ask questions while already preparing your next argument. You can hear the words someone says without understanding the meaning behind them.
This is why Active Listening is so important within the Human-Centered Change Method™. Active Listening means being fully present with another person. It means listening with the intention to understand rather than listening simply to answer. It means paying attention not only to what is being said, but also to what may be behind the words.
A change manager who actively listens creates a different kind of conversation. Instead of saying, "Why are you resisting this change?", the conversation might become, "Can you help me understand what concerns you most about this change?"
Instead of defending the project when someone expresses frustration, the change manager might respond with, "I hear that this has been difficult. Can you tell me more about what has made it difficult for you?" These small differences in language can create very different outcomes.
People are more likely to share information when they feel that someone genuinely wants to understand them. And once people start sharing what is really happening, the change manager has something far more valuable than assumptions. They have insight.
Curiosity reduces resistance
Resistance is often treated as something that needs to be overcome. But resistance can also be information. A curious change manager does not immediately see resistance as an obstacle. Instead, resistance becomes an invitation to explore.
Someone who says, "This is never going to work," may not simply be negative. They may be communicating fear, previous experience, lack of trust or practical concerns. Someone who remains silent in a meeting may not be disengaged. They may not feel safe enough to speak. Someone who repeatedly questions the change may not be trying to stop it. They may be trying to understand it.
Without curiosity, these behaviors can easily be misunderstood. With curiosity, they become signals. This is one of the fundamental principles of the Human-Centered Change Method™ - people are not problems to be managed. People are partners in change who need to be understood.
That does not mean that every concern can be resolved or that every person will agree with every decision. It means that we take the human experience seriously. And that creates the foundation for trust.
Curiosity creates better stakeholder relationships
Successful change depends heavily on relationships. A stakeholder does not become supportive simply because they receive a communication explaining the benefits of a project. Support grows when people feel that their perspective has been heard, their concerns have been considered and their role in the change is understood.
Curiosity helps change managers build these relationships. Instead of approaching stakeholders with a predetermined message, a curious change manager enters the conversation prepared to learn. What does this change mean to you?
What do you think could make it successful? Where do you see risks? What concerns have not yet been addressed? What would you need to feel confident moving forward?
These questions do more than collect stakeholder information. They communicate something powerful. You matter. Your experience matters. Your perspective is worth hearing. That is human-centered change in practice.
Curiosity also requires humility
Being curious means accepting that you do not know everything. For experienced change managers, this can sometimes be challenging. Experience brings knowledge, patterns and valuable insight. But experience can also create assumptions. You may have seen similar resistance before. You may recognize a familiar stakeholder behavior. You may believe you already understand what is happening.
But every organization, every team and every person is different. Curiosity allows experience and humility to work together. Instead of saying, "I know why this is happening," the curious change manager asks, "What am I missing?" That question can be transformational.
It keeps us open. It prevents us from designing solutions based entirely on assumptions. And it helps us remain connected to the people who are actually experiencing the change.
The connection between curiosity and change success
Change managers are often expected to create movement. They need to help organizations move from the current situation toward a desired future. But movement without understanding can create frustration, resistance and unintended consequences.
Curiosity slows us down just enough to understand before we act. Active Listening gives us the capability to turn that curiosity into meaningful conversations. Together, they create a powerful foundation for change. When people feel heard, they are more likely to engage.
When they are invited to share their perspective, they are more likely to contribute. When their concerns are explored rather than dismissed, trust can grow. And when people become part of the conversation, they are more likely to become part of the change. This is why curiosity is not a soft extra. It is a practical change management capability.
Become the change manager who listens differently
The future of change management is not only about better methodologies, better project plans or better communication strategies. It is about becoming better at understanding people. The Human-Centered Change Method™ brings together human skills, change approaches and practical tools to help change managers create change that works for both the organization and the people within it.
Active Listening is an essential part of that journey. If you want to strengthen your ability to listen, understand and communicate with confidence, the Active Listening eCourse from Susaan Consulting provides a practical way to develop this skill. The eCourse is designed for professionals who want to communicate more effectively, build stronger connections and create better conditions for successful change.
Because listening is not simply about hearing what someone says. It is about being curious enough to discover what they really mean. And sometimes, the most powerful question a change manager can ask is not, "How do I make them change?"
It is simply: "What can I understand if I listen a little more?"
That is where human-centered change begins.
Discover the Active Listening eCourse and explore the Human-Centered Change Method™ at www.susaanconsulting.com.
Because when you become more curious, you become a better listener. When you become a better listener, you understand people better. And when you understand people better, you create change that people can actually be part of.