Listening is often treated as a skill. The evidence suggests it is something far more complex, and far more human.
A 2026 study by Moin and colleagues, published in Behavioral Sciences, analysed over 200 listening training resources and uncovered a critical insight. High quality listening is not just about what we do, it is shaped by an ongoing tension between our behaviours, our mindset, and our internal reactions.
This matters for inclusion because listening sits at the heart of whether people feel heard, respected, and psychologically safe.
The research identifies five core elements of listening. These include observable behaviours such as asking questions and reflecting back, but also less visible factors like mindset, self awareness, and what the authors call “inner work”.
Crucially, these elements do not always align.
- Listening is not just behaviour
Many organisations focus on teaching listening techniques, paraphrasing, nodding, asking follow up questions. These behaviours do matter. They signal attention and can improve perceived listening.
However, the study shows that behaviour alone is not enough. When listening is performed without the underlying mindset, it can feel mechanical or inauthentic.
For inclusion, this is a familiar pattern. Surface level behaviours may create the appearance of inclusion, without changing how people actually experience interactions.
- Listening requires internal work
Effective listening depends on the ability to manage your own reactions in real time. This includes recognising bias, suspending judgement, and staying present, particularly when you disagree.
The research highlights that this “inner work” is often overlooked in training, yet it is essential. Without it, even well intentioned listeners can become defensive, distracted, or dismissive.
This is where inclusion often breaks down. Not in what is said, but in how people internally respond to difference.
- The hardest listening happens when perspectives clash
One of the most important findings is that listening becomes significantly more difficult when conversations challenge our values or beliefs.
In these moments, there is a tension between being authentic and maintaining a non judgemental, open stance. The instinct to evaluate, correct, or defend can quickly override the intention to understand.
For leaders, this is critical. Inclusion is not tested in comfortable conversations, it is tested in difficult ones.
- The most advanced listening is often intuitive
The study also highlights “holistic listening”, the ability to pick up on what is not being said, notice inconsistencies, and interpret underlying meaning.
This type of listening is rarely taught explicitly. It tends to develop with experience and reflection, rather than through simple techniques.
It is also where inclusion becomes most meaningful. Recognising what is unsaid can surface concerns, exclusion, or discomfort that might otherwise remain hidden.
The implication is clear.
If organisations want to build inclusive cultures, listening cannot be reduced to a set of behaviours. It requires attention to mindset, self regulation, and the ability to stay open in the face of difference.
You can access the original article here.
