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When hiring, managers look for hard-to-define or quantify skillsets in employees, like self-discipline, creative problem-solving, empathy, flexibility, rational judgement, and kindness.
Top business leaders and CEOs usually recommend non-fiction books, however, studies point towards fiction as an effective way to enhance the brain's ability to keep an open mind while processing information, leading to effective decision making.
Non-readers often jump to conclusions, but the ones who invest in reading are more thoughtful, creative and comfortable with competing narratives and contradictory information.
When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.
Research found that people who embrace opposing demands show greater creativity, flexibility, and productivity.
This is called a "paradox mindset" and it can be c...
Reflecting on apparent contradictions can break down our assumptions and offer us new ways of looking at problems.
Psychiatrist Albert Rothenberg noted that each revolutionary thinker had spent time actively thinking of multiple opposites simultaneously. For example, Einstein considered how an object could be both at rest and moving depending on the position of the observer. This led to his relativity theory.
Studies have shown that "paradoxical cognition" can help average thinkers to solve everyday problems.
Researchers demonstrated that people that have to reflect on apparently paradoxical goals, such as minimizing costs and maximizing innovation, are more creative than those who only consider one goal or the other.