You Don’t Know What You Don’t Know: The Hidden Power of Curiosity
(<5 minute read)
The pressure to have all the answers can be overwhelming, right? Our team, our customers, our peers, our family—they’re all looking to us to solve a problem, take care of an issue, or just keep things moving smoothly. Unfortunately, we don’t live in a smooth world. The effort to create a noiseless, frictionless life and work can feel herculean.
We’ve talked in previous blogs about grit and stoicism, and we absolutely believe in that way of looking at the world. But perhaps the most freeing way to think about navigating what we don’t know (because let’s face it—there will always be something we don’t or won’t know yet) is to embrace curiosity.
Out of self-preservation—or to avoid panicking because we may not know, and so many are counting on us—we seek safety and often find ourselves clinging to our beliefs, assuming we’re right, and resisting alternative perspectives. But what if that certainty is actually limiting our potential?
The Rumsfeld Paradigm
On February 12, 2002, during a Pentagon press briefing, U.S. Secretary of Defense Donald Rumsfeld addressed the complexities of intelligence gathering in the context of Iraq's alleged weapons of mass destruction. He stated:
"There are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns—the ones we don't know we don't know."
While initially met with confusion and even satire, Rumsfeld's categorization offers a profound insight into the nature of knowledge and ignorance. It highlights the limitations of our understanding and the importance of acknowledging the gaps in our knowledge.
The Danger of Overconfidence
Believing we have all the answers can lead to complacency. When we're convinced of our rightness, we stop questioning, stop exploring, and stop learning. This overconfidence can blind us to new information, alternative solutions, and emerging threats. History is replete with examples where overconfidence led to downfall. The 2008 financial crisis, for instance, was exacerbated by institutions' belief in their risk assessment models, ignoring signs that contradicted their assumptions.
Embracing Curiosity
Curiosity is the antidote to overconfidence. It drives us to ask questions, seek out new information, and remain open to different perspectives. By embracing curiosity, we acknowledge that our understanding is always incomplete and that there's always more to learn. In the context of leadership and decision-making, fostering a culture of curiosity encourages continuous learning and adaptability. It allows teams to navigate uncertainty more effectively and to innovate in the face of challenges.
Practical Steps to Cultivate Curiosity
Ask Open-Ended Questions: Encourage discussions that explore possibilities rather than seeking immediate answers.
Challenge Assumptions: Regularly revisit and question the beliefs and assumptions that underpin your decisions.
Seek Diverse Perspectives: Engage with individuals who have different backgrounds, experiences, and viewpoints.
Reflect on Mistakes: Analyze past decisions to understand what was overlooked and how similar oversights can be avoided in the future.
Promote a Learning Culture: Create an environment where continuous learning is valued and mistakes are seen as opportunities for growth.
Curiosity Opens the Door
Recognizing that "you don't know what you don't know" is not a weakness—it's a strength. It opens the door to exploration, learning, and growth. By embracing curiosity and remaining open to the unknown, we equip ourselves to make better decisions, adapt to change, and lead with humility and insight. So, the next time you find yourself certain of your rightness, pause and ask: What might I be missing? That simple question could be the key to unlocking new possibilities.