Why Curiosity Matters
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 wrong) and to stereotyping people (making broad judgments).
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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.
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Children are extremely curious. They keep asking, "why?" and explore new things just because they want to know.
But research shows that during the schooling years, curiosity steadily declines, and as adults, we fall into fixed and convenient thought patterns.
Research around curiosity found that children at age 5 scored 98% on a creativity test. When the same children took the test at age 10, only 30% scored well on the test. By age 15, only 12% of the same children did well. Less than 2% of adults are defined as creative based on their answer to this standardised test.
Science suggests this decrease in curiosity could be caused when we feel there's no gap between what we know and what we want to know, so we just stop being curious.
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... account for 89 percent of leadership effectiveness:
Problem-solving - when information is gathered, analyzed, and considered.
Difficult to get right, yet this process is a key input into decision making, for both major issues and daily ones.
Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
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It is the recognition, pursuit, and desire to explore novel, uncertain, complex, and ambiguous events.