In his book Faith for the Curious (Baker Books, 2024), Barna senior fellow Mark Matlock explores the tension between Christians’ need for certainty and their capacity for curiosity. Partnering with Barna on research for the book, Matlock examined how a preference for structure and predictability among Christians contrasts with an openness to questions and exploration, particularly in leadership and ministry. The research reveals that 39 percent of practicing Christians have a high need for closure—significantly more than nonpracticing Christians (29%) and non-Christians (27%). (See About the Research below to learn how data was collected and analyzed.)

Individuals with a high need for closure tend to prefer definitive answers and clear situations, prioritizing order and predictability over exploring multiple possibilities. As Matlock explains, having a high need for closure isn’t inherently negative. But if the need for closure dominates a posture of curiosity, leaders run the risk of shaping church cultures that stifle spiritual exploration and growth.

In a recent conversation with Matlock, he unpacks this dynamic and its implications for church leadership, offering insights into fostering curiosity and embracing innovation for the sake of helping people grow a vibrant faith life.

Q: How do curiosity and certainty affect church leadership?

Mark Matlock: We used a curiosity scale developed by Todd Kashdan, a primary researcher in the field of curiosity. It measures curiosity in two factors: one is embracing—where we embrace change, uncertainty and ambiguity—and the other is stretching—where we actively seek new opportunities to go beyond our routines. We found that practicing Christians tend to lean toward certainty and away from spiritual curiosity.

We also used a need-for-closure scale to measure how much people seek information either to expand their knowledge or to reduce ambiguity. Christians scored significantly higher in their need for closure compared to the general U.S. population. 

In our churches, we tend to have a posture of certainty instead of curiosity. There’s nothing inherently wrong with that, but it could create a disconnect with people outside the church. It can also affect how we explore change in our leadership and how we structure our ministries and programs.

Q: How can church leaders embrace younger generations in an effort to be more innovative?

Matlock: A lot of us older leaders underestimate just how differently younger generations think and use technology. For example, my daughter, when she was eight or nine, was using the internet very differently than I was. While I was on Facebook sharing what I had for lunch, she was engaging and co-creating with others online. Even if we, as older leaders, have the latest technology, our imagination might still be stuck in our own generational patterns.

We have to invite younger generations into the church’s vision. If we make them “pay their dues” before giving them opportunities, they might just take their gifts elsewhere. They don’t need permission to create—they already have the tools. Our role is to offer wisdom and resources, while also giving them space to imagine and innovate.

I recently experienced this firsthand when working with some Gen Z interns at Barna. I told one intern, “Play around with the camera and shoot the way you would.” What she came up with was not something I would have ever done. It went against our brand guidelines, but it was hilarious and engaging—and it will likely spread better than anything I could have dreamed up.

Q: Why does curiosity matter for the future of church leadership?

Matlock: If church leaders aren’t intentional about cultivating curiosity, we risk “pickling the faith” instead of keeping it vibrant and fresh. Innovation requires curiosity—without it, we end up preserving what we have instead of growing and adapting to new realities.

Younger generations bring valuable imagination, and staying curious allows leaders to engage with the changes happening in the world. It’s not about knowing everything ourselves, but about finding the right people—subject matter experts and younger voices—who can help us stay relevant and effective. Curiosity is the key to staying resilient as leaders and ensuring our ministries continue to thrive in a changing world.