“Humble inquiry” is a concept developed by Edgar Schein, an expert in organizational psychology, in his book Humble Inquiry: The Gentle Art of Asking Instead of Telling. It refers to the practice of asking questions with genuine curiosity and openness, without preconceived answers or assumptions, in order to build trust and foster better communication.
In humble inquiry, the goal is to understand the other person’s perspective rather than to impose one’s own view or to lead them to a specific answer. This approach encourages listening, empathy, and a collaborative dynamic, which can be especially helpful in leadership, teamwork, and problem-solving contexts. Schein contrasts this method with a more directive or authoritative communication style, advocating that leaders and managers should engage in humble inquiry to create more psychologically safe and open environments for their teams.
Key elements of humble inquiry include:
- Genuine curiosity: Asking questions because you truly want to learn, not just to confirm your own beliefs.
- Non-judgmental attitude: Avoiding assumptions or evaluations of what the other person might say.
- Open-ended questions: Encouraging the other person to share their thoughts in depth.
- Empathy and respect: Demonstrating care and respect for the person’s experience and views.
It’s often used in contexts like leadership development, team collaboration, coaching, and even customer relations to foster better interpersonal dynamics.
