Quality
Curiosity and Creativity
“When people stopped asking questions that opened up new paths”
“When no one can say "I don't know"”
Curiosity is not a decorative quality. It is the engine that keeps an organisation alert to what is changing, inside it and around it. When it goes out, what remains is routine management: good for keeping the train running, useless for changing direction.
And curiosity rarely dies a natural death: it gets extinguished. Like fire, it needs three elements: a restlessness to ignite it, humility to admit what you don't know, trust to expose it without the risk of mockery or retaliation. Many organisations swear they value it: they provide the spark and the resources, then remove the oxygen. What remains are teams full of certainty. And certainty is static, it closes questions; understanding is dynamic, it multiplies them.
Creativity, for us, does not translate into "brainstorming sessions". It is the willingness to try what has not been done yet, to accept what is learned along the way, and to do things differently. It begins with the capacity to ask questions that have no immediate answer, to think what no one has yet dared or tried to think.
An organisation that asks no questions has already decided it does not want to learn.
Level 1
Provoke
A session that reclaims curiosity as a professional practice. Exercises that show how the right questions are worth more than fast answers, and that expose the usual extinguishers: mockery, authority, haste. Uncomfortable for anyone used to "solving".
Celfocus, Mastering Leadership Journey, 2026
A session on curiosity and creativity within a multi-year leadership programme co-designed with us, the Mastering Leadership Journey. Questions in rotation, where each person answers someone else's question as if it were their own; the map of comfort and discomfort zones; and an honest inventory of the enemies of curiosity: never saying "I don't know", judging everything, wanting everything settled.
Level 2
Develop
A programme that installs curiosity as a team habit. Questioning practices, safe experimentation, learning from error. The goal is not one day's enthusiasm: it is slow combustion, questions that hold over time without burning out on the first answer. It treats creativity as an everyday posture, not a one-off event.
EDP Soluções Comerciais
A six-month programme with twelve first-time leaders: interviews, written reflection, workshops and individual support. To close it, instead of a report, the group created a digital newspaper and presented it to the board. Years later, the programme is still talked about in the company.
Level 3
Transform
When the organisation needs to build a culture of experimentation. Anxious systems turn rigid: in survival mode, no one can afford to ask; immediate certainty is demanded, even when it is wrong. An intervention that works on curiosity as an organisational value: tolerance for error, continuous learning, innovation as a practice rather than a department.
Adagietto, desde 2017
When the CEO changed, the agency put itself entirely into question: the whole team took part in deconstructing and rebuilding its identity and strategy. They changed positioning, image, offices and internal organisation. The agency keeps reinventing itself to this day: a sign that the questions have not run out.