From Judgement to Curiosity: A Mindset Shift for Local Government
- truthaboutlocalgov
- Sep 22, 2024
- 5 min read
In the complex, high-pressure world of local government, officers and elected members are constantly called upon to make decisions, solve problems, and respond to the needs of diverse communities. With limited time and resources, it’s easy to fall into the trap of quick judgements — about people, behaviours, or situations. But what if the key to better outcomes lies not in faster conclusions, but in deeper curiosity?
This blog explores why replacing judgement with curiosity is not just a soft skill, but a critical capability for anyone working in local government. It’s about seeing behaviour objectively, empathising with others’ journeys, and creating space for solutions that work for everyone involved.
The Problem with Judgement
Judgement is a natural human response. We all do it — often unconsciously. We see a resident shouting at a council meeting and assume they’re being unreasonable. We hear a colleague push back on a proposal and label them as obstructive. We read a complaint and dismiss it as exaggerated.
But judgement narrows our perspective. It closes down dialogue. It creates distance between “us” and “them”.
“Judgement is the enemy of understanding,” says Claire Holloway, a leadership coach who works with local authorities. “When we judge, we stop listening. We stop learning.”
In local government, this can have serious consequences. It can lead to poor decision-making, missed opportunities for collaboration, and a breakdown in trust between councils and communities.
Curiosity: A Better Alternative
Curiosity, by contrast, invites us to pause. To ask questions. To wonder why someone is behaving the way they are. It shifts our mindset from “What’s wrong with them?” to “What’s happened to them?” or “What are they trying to tell us?”
“Curiosity is the foundation of empathy,” says Holloway. “It allows us to see the world through someone else’s eyes.”
This doesn’t mean abandoning critical thinking or accepting poor behaviour. It means seeking to understand before we evaluate. It means holding space for complexity, nuance, and difference.
Why This Matters in Local Government
Local government is uniquely positioned at the intersection of policy, service delivery, and community life. Officers and members deal with a wide range of stakeholders — from residents and community groups to contractors, regulators, and each other.
In this environment, curiosity is not a luxury. It’s a necessity.
1. Understanding Residents’ Realities
Residents don’t always express themselves in ways that are easy to hear. They may be angry, frustrated, or disengaged. But behind every complaint is a story — of unmet needs, broken systems, or personal struggle.
“When someone is shouting, it’s often because they feel they haven’t been heard,” says Amina Yusuf, a community engagement officer in the North West. “If we respond with judgement, we reinforce that. If we respond with curiosity, we open the door to dialogue.”
Curiosity helps us move beyond surface-level interactions. It allows us to design services that reflect real lives, not just policy frameworks.
2. Building Stronger Internal Relationships
Within councils, curiosity fosters better teamwork and collaboration. When officers and members approach each other with curiosity rather than judgement, they create a culture of psychological safety — where people feel able to speak up, challenge ideas, and admit mistakes.
“I’ve seen whole teams transform when leaders start asking more questions and making fewer assumptions,” says Holloway. “It changes everything.”
This is especially important in politically sensitive environments, where trust can be fragile and misunderstandings common.
3. Navigating Complexity and Change
Local government is facing unprecedented challenges — from climate change and housing shortages to digital transformation and financial pressures. These are complex, adaptive problems that require new ways of thinking.
Curiosity is essential here. It helps us explore root causes, test assumptions, and co-create solutions with those affected.
“You can’t solve 21st-century problems with 20th-century mindsets,” says Yusuf. “Curiosity is how we innovate.”
What Curiosity Looks Like in Practice
So how do we move from judgement to curiosity in our day-to-day work? Here are some practical strategies:
1. Ask Open Questions
Instead of jumping to conclusions, ask questions that invite exploration:
“Can you tell me more about what’s going on?”
“What’s important to you in this situation?”
“What do you think would help?”
These questions signal respect and a willingness to listen.
2. Notice Your Assumptions
We all carry unconscious biases and mental shortcuts. The key is to become aware of them.
“When I catch myself thinking ‘they’re just being difficult’, I try to pause and ask, ‘What else could be going on here?’” says Holloway.
This simple shift can open up new perspectives.
3. Listen to Understand, Not to Respond
Too often, we listen with half an ear while preparing our rebuttal. Curiosity requires deeper listening — with the goal of understanding the other person’s experience.
This means giving people your full attention, reflecting back what you’ve heard, and resisting the urge to fix or defend.
4. Reflect Before Reacting
When emotions run high — as they often do in local government — it’s easy to react defensively. Curiosity invites us to pause and reflect:
What am I feeling?
What might they be feeling?
What’s the bigger picture here?
This reflection creates space for more thoughtful, constructive responses.
The Benefits of a Curious Culture
When curiosity becomes part of the organisational culture, the benefits ripple outwards:
Better decision-making: Because we’re working with fuller, more accurate information.
Stronger relationships: Because people feel seen, heard, and respected.
Greater innovation: Because we’re open to new ideas and perspectives.
More inclusive services: Because we’re designing with, not just for, our communities.
“Curiosity is the bridge between difference and understanding,” says Yusuf. “It’s how we build trust — and trust is the currency of local government.”
Overcoming the Barriers
Of course, cultivating curiosity isn’t always easy. There are real barriers — time pressures, political tensions, organisational silos. But these are not reasons to give up. They are reasons to double down.
Here are some ways to overcome common challenges:
Lack of time: Build curiosity into existing processes — team meetings, resident engagement, performance reviews.
Fear of conflict: Remember that curiosity defuses tension. It shows people you’re interested in their perspective, not just defending your own.
Cultural resistance: Lead by example. When senior leaders model curiosity, it sets the tone for the whole organisation.
A Call to Action
If you work in local government — as an officer, a member, or a partner — you have a choice every day. You can judge, or you can be curious. You can assume, or you can ask. You can react, or you can reflect.
The curious path is not always the easiest. But it is the most powerful.
“Curiosity is not weakness,” says Holloway. “It’s courage. It’s leadership. It’s the willingness to be changed by what you hear.”
So next time you’re faced with a difficult resident, a challenging colleague, or a complex issue — pause. Take a breath. And get curious. Because that’s where real change begins.
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